Richard Lynch is Emeritus Professor of Strategic Management at Middlesex University, London, England. He is also a Visiting Professor at the University of Portsmouth, England. He originally studied at UMIST, Leeds University and the London Business School. He then spent over 20 years in business with well-known companies such as J Walter Thompson, Kraft Jacobs Suchard and Dalgety Spillers in positions in marketing and strategic management. During the early 1980s, he was a director of two public companies before setting up his own consultancy company specialising in European and international strategy. In the 1990s he became increasingly involved in Higher Education, eventually taking a full-time professorship in 1998. He retired from his full-time post in December 2004 but remains highly active in teaching, research and writing, including work at Trinity College Dublin, Ireland, the School of Economics and Management at Wuhan University, China and Politecnico di Milano, Italy. He has written five previous books on international marketing and strategy as well as a number of original research papers with colleagues for various academic journals and research conferences. His current research interests include projects on global, entrepreneurial and sustainability strategies, particularly with regard to companies from emerging countries like China and India. Dr Oliver Barish is Assistant Dean (Recruitment & Marketing) in the School of Business, Economics & Informatics, Birkbeck, University of London. He teaches strategic management to undergraduate and postgraduate students in the Department of Management at Birkbeck. Before embarking on an academic career in 2009, Oliver was the Managing Director of a software company and a military officer. Dr Vinh Sum Chau is Senior Lecturer in Strategy at the Kent Business School, University of Kent.  He has served as an associate editor for the British Journal of Management and the European Management Review.  He is the chair of the Performance Management track of the British Academy of Management.  His research interests are in organisational effectiveness and emerging market country development. Dr Charles Thornton is Lecturer in Service Operations and Business Strategy, Plymouth Business School, University of Plymouth. Charles has taught strategic management for over 25 years management to a range of postgraduate and undergraduate students. He has a particular interest in the Resource Based View of the firm and its impact on product diversification.  Charles lectured in London, before moving to the University of Plymouth in 2007. Prior to lecturing, he worked in commercial banking. Dr Karl Warner is Lecturer in Strategy, Adam Smith Business School, University of Glasgow. His published research has investigated how incumbent firms build dynamic capabilities for digital transformation, which has implications for reinventing business models, enhancing workplace collaborations and improving organisational cultures. He has taught strategic management at all higher-education levels and on senior executive education programmes.

As in previous editions, Strategic Management provides a comprehensive framework for designing and delivering strategy, written in an engaging, contemporary style. In the 10th edition, the authors provide an array of new cases and embrace topical themes including sustainability strategy, digital transformation, and deglobalisation. This is a must read text for any introductory course on strategic management.

• Part 1 IntroductionChapter 1 Strategic ManagementChapter 2 A Review of Theory and PracticePart 2 Strategic Analysis and PurposeChapter 3 Analysing the Strategic EnvironmentChapter 4 Analysing Resources and CapabilitiesChapter 5 Strategy DynamicsChapter 6 Prescriptive Purpose Delivered through Mission, Objectives and EthicsChapter 7 Purpose Emerging from Innovation, New Resources and TechnologiesPart 3 Developing the StrategyChapter 8 Developing Business-level Strategy OptionsChapter 9 Developing Corporate-level Strategy OptionsChapter 10 Strategy Evaluation and Development: The Prescriptive ProcessChapter 11 Finding the Strategic Route Forward from Knowledge, Learning and NetworksChapter 12 Organisational Structure, Style and People IssuesPart 4 The Implementation ProcessChapter 13 Implementing and Controlling the Strategic PlanChapter 14 Green Strategy and SustainabilityChapter 15 Managing Strategic ChangePart 5 Different Strategy ContextsChapter 16 Strategic LeadershipChapter 17 Entrepreneurial StrategyChapter 18 Government, Public Sector and Not-for-profit StrategiesChapter 19 International Expansion and Globalisation Strategies

Richard Lynch is Emeritus Professor of Strategic Management at Middlesex University, London, England. He is also a Visiting Professor at the University of Portsmouth, England. He originally studied at UMIST, Leeds University and the London Business School. He then spent over 20 years in business with well-known companies such as J Walter Thompson, Kraft Jacobs Suchard and Dalgety Spillers in positions in marketing and strategic management. During the early 1980s, he was a director of two public companies before setting up his own consultancy company specialising in European and international strategy. In the 1990s he became increasingly involved in Higher Education, eventually taking a full-time professorship in 1998. He retired from his full-time post in December 2004 but remains highly active in teaching, research and writing, including work at Trinity College Dublin, Ireland, the School of Economics and Management at Wuhan University, China and Politecnico di Milano, Italy. He has written five previous books on international marketing and strategy as well as a number of original research papers with colleagues for various academic journals and research conferences. His current research interests include projects on global, entrepreneurial and sustainability strategies, particularly with regard to companies from emerging countries like China and India. Dr Oliver Barish is Assistant Dean (Recruitment & Marketing) in the School of Business, Economics & Informatics, Birkbeck, University of London. He teaches strategic management to undergraduate and postgraduate students in the Department of Management at Birkbeck. Before embarking on an academic career in 2009, Oliver was the Managing Director of a software company and a military officer. Dr Vinh Sum Chau is Senior Lecturer in Strategy at the Kent Business School, University of Kent.  He has served as an associate editor for the British Journal of Management and the European Management Review.  He is the chair of the Performance Management track of the British Academy of Management.  His research interests are in organisational effectiveness and emerging market country development. Dr Charles Thornton is Lecturer in Service Operations and Business Strategy, Plymouth Business School, University of Plymouth. Charles has taught strategic management for over 25 years management to a range of postgraduate and undergraduate students. He has a particular interest in the Resource Based View of the firm and its impact on product diversification.  Charles lectured in London, before moving to the University of Plymouth in 2007. Prior to lecturing, he worked in commercial banking. Dr Karl Warner is Lecturer in Strategy, Adam Smith Business School, University of Glasgow. His published research has investigated how incumbent firms build dynamic capabilities for digital transformation, which has implications for reinventing business models, enhancing workplace collaborations and improving organisational cultures. He has taught strategic management at all higher-education levels and on senior executive education programmes.

As in previous editions, Strategic Management provides a comprehensive framework for designing and delivering strategy, written in an engaging, contemporary style. In the 10th edition, the authors provide an array of new cases and embrace topical themes including sustainability strategy, digital transformation, and deglobalisation. This is a must read text for any introductory course on strategic management.

• Part 1 IntroductionChapter 1 Strategic ManagementChapter 2 A Review of Theory and PracticePart 2 Strategic Analysis and PurposeChapter 3 Analysing the Strategic EnvironmentChapter 4 Analysing Resources and CapabilitiesChapter 5 Strategy DynamicsChapter 6 Prescriptive Purpose Delivered through Mission, Objectives and EthicsChapter 7 Purpose Emerging from Innovation, New Resources and TechnologiesPart 3 Developing the StrategyChapter 8 Developing Business-level Strategy OptionsChapter 9 Developing Corporate-level Strategy OptionsChapter 10 Strategy Evaluation and Development: The Prescriptive ProcessChapter 11 Finding the Strategic Route Forward from Knowledge, Learning and NetworksChapter 12 Organisational Structure, Style and People IssuesPart 4 The Implementation ProcessChapter 13 Implementing and Controlling the Strategic PlanChapter 14 Green Strategy and SustainabilityChapter 15 Managing Strategic ChangePart 5 Different Strategy ContextsChapter 16 Strategic LeadershipChapter 17 Entrepreneurial StrategyChapter 18 Government, Public Sector and Not-for-profit StrategiesChapter 19 International Expansion and Globalisation Strategies

Richard Lynch is Emeritus Professor of Strategic Management at Middlesex University, London, England. He is also a Visiting Professor at the University of Portsmouth, England. He originally studied at UMIST, Leeds University and the London Business School. He then spent over 20 years in business with well-known companies such as J Walter Thompson, Kraft Jacobs Suchard and Dalgety Spillers in positions in marketing and strategic management. During the early 1980s, he was a director of two public companies before setting up his own consultancy company specialising in European and international strategy. In the 1990s he became increasingly involved in Higher Education, eventually taking a full-time professorship in 1998. He retired from his full-time post in December 2004 but remains highly active in teaching, research and writing, including work at Trinity College Dublin, Ireland, the School of Economics and Management at Wuhan University, China and Politecnico di Milano, Italy. He has written five previous books on international marketing and strategy as well as a number of original research papers with colleagues for various academic journals and research conferences. His current research interests include projects on global, entrepreneurial and sustainability strategies, particularly with regard to companies from emerging countries like China and India. Dr Oliver Barish is Assistant Dean (Recruitment & Marketing) in the School of Business, Economics & Informatics, Birkbeck, University of London. He teaches strategic management to undergraduate and postgraduate students in the Department of Management at Birkbeck. Before embarking on an academic career in 2009, Oliver was the Managing Director of a software company and a military officer. Dr Vinh Sum Chau is Senior Lecturer in Strategy at the Kent Business School, University of Kent.  He has served as an associate editor for the British Journal of Management and the European Management Review.  He is the chair of the Performance Management track of the British Academy of Management.  His research interests are in organisational effectiveness and emerging market country development. Dr Charles Thornton is Lecturer in Service Operations and Business Strategy, Plymouth Business School, University of Plymouth. Charles has taught strategic management for over 25 years management to a range of postgraduate and undergraduate students. He has a particular interest in the Resource Based View of the firm and its impact on product diversification.  Charles lectured in London, before moving to the University of Plymouth in 2007. Prior to lecturing, he worked in commercial banking. Dr Karl Warner is Lecturer in Strategy, Adam Smith Business School, University of Glasgow. His published research has investigated how incumbent firms build dynamic capabilities for digital transformation, which has implications for reinventing business models, enhancing workplace collaborations and improving organisational cultures. He has taught strategic management at all higher-education levels and on senior executive education programmes.

As in previous editions, Strategic Management provides a comprehensive framework for designing and delivering strategy, written in an engaging, contemporary style. In the 10th edition, the authors provide an array of new cases and embrace topical themes including sustainability strategy, digital transformation, and deglobalisation. This is a must read text for any introductory course on strategic management.

• Part 1 IntroductionChapter 1 Strategic ManagementChapter 2 A Review of Theory and PracticePart 2 Strategic Analysis and PurposeChapter 3 Analysing the Strategic EnvironmentChapter 4 Analysing Resources and CapabilitiesChapter 5 Strategy DynamicsChapter 6 Prescriptive Purpose Delivered through Mission, Objectives and EthicsChapter 7 Purpose Emerging from Innovation, New Resources and TechnologiesPart 3 Developing the StrategyChapter 8 Developing Business-level Strategy OptionsChapter 9 Developing Corporate-level Strategy OptionsChapter 10 Strategy Evaluation and Development: The Prescriptive ProcessChapter 11 Finding the Strategic Route Forward from Knowledge, Learning and NetworksChapter 12 Organisational Structure, Style and People IssuesPart 4 The Implementation ProcessChapter 13 Implementing and Controlling the Strategic PlanChapter 14 Green Strategy and SustainabilityChapter 15 Managing Strategic ChangePart 5 Different Strategy ContextsChapter 16 Strategic LeadershipChapter 17 Entrepreneurial StrategyChapter 18 Government, Public Sector and Not-for-profit StrategiesChapter 19 International Expansion and Globalisation Strategies