Crafting & Executing Strategy: Text and Readings / Edition 17

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Overview

Thompson, Strickland and Gambles’, CRAFTING AND EXECUTING STRATEGY, 17e presents the latest research findings from the literature and cutting-edge strategic practices of companies have been incorporated to keep step with both theory and practice. The chapter content continues to be solidly mainstream and balanced, mirroring both the best academic thinking and the pragmatism of real-world strategic management.

An attractive collection of 20 readings that amplify important topics in managing a company’s strategy-making, strategy-executing process is included in this Text and Readings version to provide students with a taste of the literature of strategic management before tackling cases or simulation projects.

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Product Details

  • ISBN-13: 9780077247690
  • Publisher: McGraw-Hill Companies, The
  • Publication date: 1/26/2009
  • Edition description: Older Edition
  • Edition number: 17
  • Pages: 656
  • Product dimensions: 7.90 (w) x 9.90 (h) x 1.00 (d)

Meet the Author

A.J. (Lonnie) Strickland received a BS in Math and Physics from the University of Georgia, an MS in Industrial Management from Georgia Institute of Technology, and a PhD from Georgia State university. He currently holds the rank of Professor of Strategic Management in the Graduate School of Business at the University of Alabama. He has done extensive consulting and research work. In recent years, he was honored with the Outstanding Professor Award for the Graduate School of Business, and was the recipient of the Outstanding Commitment to Teaching Award for the University of Alabama.

John E. Gamble is currently Associate Dean and Professor of Management in the Mitchell College of Business at the University of South Alabama. His teaching specialty at USA is strategic management and he also conducts a course in strategic management in Germany, which is sponsored by the University of Applied Sciences in Worms.

Dr. Gamble's research interests center on strategic issues in entrepreneurial, health care, and manufacturing settings. His work has been published in various scholarly journals and he is the author or co-author of more than 50 case studies published in an assortment of strategic management and strategic marketing texts. He has done consulting on industry and market analysis for clients in a diverse mix of industries.

Professor Gamble received his Ph.D. in management from the University of Alabama in 1995. Dr. Gamble also has a Bachelor of Science degree and a Master of Arts degree from the University of Alabama.

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Table of Contents


Part I: Concepts and Techniques for Crafting and Executing Strategy
Section A: Introduction and Overview
Chapter 1: What Is Strategy and Why Is It Important?
Chapter 2: Leading the Process of Crafting and Executing Strategy
Section B: Core Concepts and Analytical Tools
Chapter 3: Evaluating a Company’s External Environment
Chapter 4: Evaluating a Company’s Resources and Competitive Position
Section C: Crafting a Strategy
Chapter 5: Five Generic Competitive Strategies—Which One to Employ?
Chapter 6: Supplementing the Chosen Competitive Strategy: Other Important Strategy Choices
Chapter 7: Strategies for Competing in Foreign Markets
Chapter 8: Diversification: Strategies for Managing a Group of Businesses
Chapter 9: Ethical Business Strategies, Social Responsibility, and Environmental Sustainability
Section D: Executing the Strategy
Chapter 10: Building an Organization Capable of Good Strategy Execution
Chapter 11: Managing Internal Operations: Actions That Promote Good Strategy Execution
Chapter 12: Corporate Culture and Leadership: Keys to Good Strategy Execution
Readings
1.
Can You Say What Your Strategy Is?
2.
Enabling Bold Visions
3.
Location, Location: The Geography of Industry Clusters
4.
Identifying Valuable Resources
5.
The Battle of the Value Chains: New Specialized versus Old Hybrids
6.
Playing Hardball: Why Strategy Still Matters
7.
Hitting Back: Strategic Responses to Low-Cost Rivals
8.
Limited Potential Niche or Prospective Market Foothold? FiveTests
9.
Value Innovation: A Leap into the Blue Ocean
10.
Racing to Be 2nd: Conquering the Industries of the Future
11.
Globalization Is an Option, Not an Imperative. Or, Why the World Is Not Flat
12.
The Challenge for Multinational Corporations in China: Think Local, Act Global
13.
How to Win in Emerging Markets
14.
Why Is Synergy So Difficult in Mergers of Related Businesses?
15.
Corporate Social Responsibility: Why Good People Behave Badly in Organizations
16.
Competing Responsibly
17.
The Secrets to Successful Strategy Execution
18.
Some Pros and Cons of Six Sigma: An Academic Perspective
19.
Linking Goals to Monetary Incentives
20.
The Seven Habits of Spectacularly Unsuccessful Executives

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