The standard curriculum for most MBA-level strategic management courses starts from the Porter analysis of external competitive advantages from the 1980s, and then moves onto the Barney analysis of internal valuable, imitable, and rare resources within the business organization from the 1990s. For the new century, the current book builds on this solid foundation to delve into the collective wisdom of many pioneers in strategic management, finance, and technology etc. At any rate, the current book complements the mainstream Porter-Barney threads and insights within the broader business context...