Loose-Leaf for Crafting & Executing Strategy: Concepts

by Margaret Peteraf, A. J. Strickland, Arthur A. Thompson, John E. Gamble

Overview

Crafting & Executing Strategy: The Quest for Competitive Advantage: Concepts 23e has a long-standing reputation of being the most teachable text. It is regarded as the benchmark by which all others are measured. It is engaging, clearly
articulated and conceptually balanced mainstream treatment of the latest developments in theory and practice include the
clearest presentation of the value-price-cost framework. Our co-author, Margaret Peteraf, a highly regarded researcher, helped integrate both the resource-based view of the firm from the perspective of both single-business and multi-business strategies.


McGraw Hill's Connect® online homework and learning solution for the 23rd Edition has been bolstered to
support faculty teaching hybrid and online courses. Connect allows adopters to easily integrate auto-graded content using Connect or your Learning Management System to assess student mastery of course competency goals. The 23E of Connect offers automatic grading for all chapter quizzes, learning assurance exercises, and virtually all exercises for simulation users for 12 chapters. Plus, Connect provides a wide variety of learning resources that take your students higher by developing students’ lower-to-higher order thinking skills, aligned with Bloom’s Taxonomy including: SmartBook 2.0’s adaptive reading experience, Whiteboard Video Cases, Case Analyses, Application-Based Activities (mini-simulations), Writing Assignments, and more.

Product Details

ISBN-13:	9781264250127
Publisher:	McGraw Hill LLC
Publication date:	01/21/2021
Edition description:	23rd ed.
Pages:	432
Product dimensions:	6.00(w) x 1.25(h) x 9.00(d)
Age Range:	18 Years

About the Author

Margaret A. Peteraf is the Leon E. Williams Professor of Management Emerita at the Tuck School of Business at Dartmouth College. She is an internationally recognized scholar with a long list of publications in top management journals. She has earned myriad honors and prizes for her contributions, including the 2020 Strategic Management Distinguished Scholarship Award—a newly created award that has been dubbed “the Nobel Prize of Strategic Management.” She was also given the 1999 Strategic Management Best Paper Award in recognition of the deep influence of her work on the strategy field.

Professor Peteraf has been elected as a Fellow of the Academy of Management as well as a Fellow of the Strategic Management Society. She has served as a member of the Academy of Management’s Board of Governors, as Chair of the Strategic Management Division of the Academy, and as a member of the Board of Directors of the Strategic Management Society. She has taught in Executive Education programs around the world and has won teaching awards at the MBA and Executive Education level.

Dr. Peteraf earned her PhD, MA, and MPhil at Yale University and held previous appointments at Northwestern University’s Kellogg Graduate School of Management and at the University of Minnesota’s Carlson School of Management.

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.

Arthur A. Thompson Jr. earned his BS and PhD degrees in economics from the University of Tennessee, spent three years on the economics faculty at Virginia Tech, and served on the faculty of the University of Alabama’s College of Commerce and Business Administration for 25 years. In 1974 and again in 1982, Dr. Thompson spent semester-long sabbaticals as a visiting scholar at the Harvard Business School.

His areas of specialization are business strategy, competition and market analysis, and the economics of business enterprises. In addition to publishing over 30 articles in some 25 different professional and trade publications, he has authored or coauthored five textbooks and six computer-based simulation exercises that are used in colleges and universities worldwide.

Dr. Thompson spends much of his off-campus time giving presentations, putting on management development programs, working with companies, and helping operate a business simulation enterprise in which he is a major partner.

Dr. Thompson and his wife of 60 years have two daughters, two grandchildren, and a Yorkshire terrier.

John E. Gamble is the Mary & Jeff Bell Endowed Distinguished Professor of Business and former Dean of the College of Business at Texas A&M University—Corpus Christi. His teaching and research have focused on strategic management and entrepreneurship at the undergraduate and graduate levels. He has conducted courses in strategic management in Germany since 2001, which have been sponsored by the University of Applied Sciences in Worms.

Dr. Gamble’s research has been published in various scholarly journals, and he is the author or coauthor of more than 100 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 PhD, Master of Arts, and Bachelor of Science degrees from the University of Alabama and was a faculty member in the Mitchell College of Business at the University of South Alabama before his appointment to the faculty at Texas A&M University–Corpus Christi.

Table of Contents

Chapter 1 What Is Strategy and Why Is It Important?
Chapter 2 Charting a Company’s Direction
Chapter 3 Evaluating a Company’s External Environment
Chapter 4 Evaluating a Company’s Resources, Capabilities, and Competitiveness
Chapter 5 The Five Generic Competitive Strategies
Chapter 6 Strengthening a Company’s Competitive Position
Chapter 7 Strategies for Competing in International Markets
Chapter 8 Corporate Strategy
Chapter 9 Ethics, Corporate Social Responsibility, Environmental Sustainability, and Strategy
Chapter 10 Building an Organization Capable of Good Strategy Execution
Chapter 11 Managing Internal Operations
Chapter 12 Corporate Culture and Leadership