Crafting & Executing Strategy: Concepts and Readings / Edition 18 available in Paperback
An attractive collection of 20 relevant, readable, and recent readings that amplify important topics in managing a company's strategy-making, strategy-executing process is included in this Concepts and Readings version to provide students with a taste of the literature of strategic management before tackling cases or simulation projects.
|Publisher:||McGraw-Hill Higher Education|
|Edition description:||Older Edition|
|Product dimensions:||6.00(w) x 1.25(h) x 9.00(d)|
About the Author
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.
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
Part II: Readings
Business Models, Business Strategy, and Innovation
The Power of Vision: Statements That Resonate
Finding Your Strategy in the New Landscape
Getting into Your Competitor’s Head
Operational Capabilities: Hidden in Plain View
Orchestrating the New Dynamic Capabilities
Low-Cost Strategy through Product Architecture: Lessons from China
Innovation Strategies Combined
Managing Strategic Alliances: What Do We Know Now, and Where Do We Go from Here?
How Emerging Giants Are Rewriting the Rules of M&A
The American Model of the Multinational Firm and the "New" Multinationals from Emerging Economies
Core Competencies for Diversifying: Case Study of a Small Business
Globalfocusing: Corporate Strategies under Pressure
Making the Most of Corporate Social Responsibility
Business as Environmental Steward: The Growth of Greening
Recurring Failures in Corporate Governance: A Global Disease?
Only the Right People Are Strategic Assets of the Firm
Six Sigma at Your Service
The Story Is the Message: Shaping Corporate Culture