Strategic Management: Concepts and Cases, 3rd Edition

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Strategic Management: Concepts and Cases, 3rd Edition

By Jeffrey H. Dyer, Paul Godfrey, Robert Jensen, David Bryce

$76.95  USD | $109.95  CAN

Strategic Management 3e delivers an insightful, clear, concise introduction to strategy management concepts and links these concepts to the skills and knowledge students need to be successful in the professional world. Written in a conversational Harvard Business Review style, this product sparks ideas, fuels creative thinking and discussion, while engaging students via contemporary examples, innovative whiteboard animations for each chapter, outstanding author-produced cases, unique Strategy Tool Applications with accompanying animations and Career Readiness applications through author videos.

WileyPLUS for Strategic Management gives you and your students insight into the professional business world through a wealth of resources such as author created animations to summarize key concepts, strategic tools to allow students to apply a theory and career readiness videos featuring the authors giving helpful information about landing a job. 

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Strategy Tools

Strategy Tools teach students how to apply a theory, framework, or concept by actually “doing”/conducting analysis that will help formulate strategic decisions – such as how to calculate and use a scale or experience curve or how to create a net promoter score to access whether a differentiation strategy is working. Several of the Strategy Tools are accompanied by animations in WileyPLUS. Two of the new animations cover how to analyze a case and how to create a strategy canvas.

Innovative White Board Animations

Innovative author-produced white board animations open and complement each chapter and bring content to life for students. These executive summary animations can be assigned before students come to class and also used by students as an excellent summary/study tool.

Career Readiness Tools

Feature boxes display 1-2 minute videos that link key course concepts to career-readiness in the work-world and provide helpful information for landing a job and being successful in a job.

What’s New

  • NEW COVID-19 supplements for chapters: 2 (Industry), 6 (Corporate Strategy), 9 (Global strategy), 10 (innovative strategy), and 12 (implementation).
  • Management Weekly Updates: This news site sparks classroom debate around current events that apply to your business course topics by providing weekly updates that include the most relevant news articles and videos tagged to your course complemented by discussion questions.

JEFF DYER (PhD, UCLA, 1993) is the Horace Beesley Professor of Strategy at the Marriott School, BYU where he serves as Chair of the Department of Organizational Leadership and Strategy. Before joining BYU, Dyer was a professor at the University of Pennsylvania’s Wharton School where he maintains an adjunct professor position and continues to teach executive MBAs. Dyer’s has considerable consulting experience, having spent 5 years working as a strategy consultant and manager at Bain & Company, where he consulted with such clients as Baxter International, Kraft, Maryland National Bank, and First National Stores. Since then he has been a consultant, speaker, or trainer for a variety of companies, including Adobe, AT&T, Cisco, General Electric, General Mills, Gilead Sciences, Harley-Davidson, Hewlett Packard, Intel, Johnson & Johnson, and Sony. Dyer is the only strategy scholar in the world to have published at least five times in the Harvard Business Review and five times in Strategic Management Journal, the top academic journal in the strategy field. In 2012, he was ranked the world’s #1 “most influential” management scholar among scholars who completed their PhDs after 1990. This ranking, published in Academy of Management Perspectives, was based upon an equal weighting of academic citations (academic influence) and non-“.edu” Google searches (business influence). His recent book, The Innovator’s DNA, is a business bestseller and has been published in 13 languages, and his new book, The Innovator’s Method, has already hit top 10 business bestseller lists.  


PAUL C. GODFREY (PhD, Washington, 1994) currently serves as the William and Roceil Low Professor of Business Strategy in the Marriott School of Management at Brigham Young University. Godfrey teaches classes to BYU undergraduates, as well as MBA and Executive MBA students, and he was honored in 2013 with the Marriott School’s Teaching Award. His research has appeared in the Academy of Management Review, the Strategic Management Journal, the Journal of Business Ethics, and the Journal of Management Inquiry. He has recently published a book on eliminating poverty with Stanford University Press. He has also co-edited two other books and served as a special issue editor for two academic journals. He currently serves as Associate Academic Director of the Economic Self-Reliance Center at the Marriott School, and he has been working with Habitat for Humanity of Utah County for the past 18 months in refining their strategic plan. Godfrey received his MBA and PhD degrees from the University of Washington and a Bachelor of Science degree in Political Science from the University of Utah. 


ROBERT J. JENSEN (PhD, Wharton, 2006) serves as the Whitman Faculty and Peery Research Fellow Associate Professor of Strategy and International Business at the Marriott School, BYU. Jensen teaches undergraduate classes in strategy and global strategy and master’s degree classes in strategy. He has published in many of the top management journals, including Strategic Management Journal, Organization Science, Management Science, and the Journal of International Business Studies (where he currently serves on the editorial review board). His professional awards include the McKinsey & Company/ SMS Best Conference Paper prize (honorable mention), finalist for both the Blackwell Best Dissertation Prize from the Academy of Management, the William H. Newman Best Paper from a Dissertation award, and runner up for the Booz Allen Hamilton/SMS PhD fellowship. His work was honored as the best paper published in Competitiveness Review in 2009, and his papers have been selected seven times for the best paper proceedings of the Academy of Management.


DAVID J. BRYCE (PhD, Wharton, 2003) is associate professor of organizational leadership and strategy at the Marriott School of Management and has been an adjunct associate professor of management at the Wharton School where he has taught strategy in the MBA program for executives. Bryce earned a PhD in strategy and applied economics, and his articles have appeared in the Harvard Business Review. He conducts research in the area of corporate strategy and has published in top academic journals such as Management Science and Organization Science. For more than 20 years, Bryce has served as consultant on important strategic challenges to executives of start-ups, mid-market companies, and major corporations, including Eli Lilly, Prudential, Procter & Gamble, Microsoft, Johnson & Johnson, and the LG Group. He has worked with clients on enterprise strategy, new market entry, branding, pricing, positioning, and growth. He has also conducted many strategy-oriented leadership training sessions over the past 10 years within the Fortune 50, including extensively at Microsoft. Prior to his academic career, he held partner, vice president, and other senior positions at several global management consulting firms.

Chapter 1: What is Business Strategy 

Chapter 2: Analysis of the External Environment: Opportunities and Threats 

Chapter 3: Internal Analysis: Strengths, Weaknesses and Competitive Advantage  

Chapter 4: Cost Advantage 

Chapter 5: Differentiation Advantage  

Chapter 6: Corporate Strategy 

Chapter 7: Vertical Integration and Outsourcing 

Chapter 8: Strategic Alliances 

Chapter 9: International Strategy 

Chapter 10: Innovative Strategies That Change the Nature of Competition 

Chapter 11: Competitive Strategy

Chapter 12: Implementing Strategy 

Chapter 13: Corporate Governance and Ethics 

Chapter 14: Strategy and Society

Case 01 Walmart Stores: Gaining and Sustaining A Competitive Advantage

Case 02 Coca-Cola and Pepsi: The Shifting Landscape of the Carbonated Soft Drink Industry 

Case 03A ESPN in 2015: Continued Dominance in Sports Television 

Case 03B: ESPN in 2019: A Network in Search of a Solution

Case 04 Southwest Airlines: Flying High with Low Costs

Case 05 Harley-Davidson: Growth Challenges Ahead

Case 06 Ecolab and the Nalco Acquisition: Sustainable Advantage Through Shared Values

Case 07 Nike: Sourcing and Strategy in Athletic Footwear

Case 08 AT&T and Apple: A Strategic Alliance

Case 09 Samsung: Overtaking Philips, Panasonic, and Sony as the Leader in the Consumer Electronics Industry

Case 10 Tesla Motors: Disrupting the Auto Industry?

Case 11 Smartphone Wars

Case 12 Lincoln Electric: Aligning for Global Growth

Case 13 Case: Icarus Revisited: The Rise and Fall of Valeant Pharmaceuticals

Case 14 Safe Water Network: Mastering the Model at Dzemeni

Case 15 Facebook at a Crossroads: Russian interference in the 2016 Election

Case 16 Vivint Home Security: Finding New Pathways for Growth

Case 17 Uber Technologies Inc.

Additional Cases Can Be Found in WileyPLUS

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