Thompson, Strickland and Gambles', "Crafting and Executing Strategy, 17e" presents the latest research findings from the literature and cutting-edge strategic practices of companies that 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.
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? Five Tests 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
Arthur A. Thompson, Jr earned his B.S. and Ph.D. 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 24 years. Dr. A. J. (Lonnie) Strickland , a native of North Georgia, attended the University of Georgia, where he received a bachelor of science degree in math and physics in 1965. John E. Gamble is currently Associate Dean and Professor of Management in the Mitchell College of Business at the University of South Alabama.