Crafting and Executing Strategy Information Center: Text and Readings TOC


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Crafting and Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases, 14/e

Art A. Thompson, University of Alabama
A.J. Strickland III, University of Alabama
John Gamble, University of South Alabama

Text and Readings TOC

Crafting and Executing Strategy: Text and Readings 14e
ISBN: 0072844485

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: The Managerial 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 Competitiveness
Section C: Crafting a Strategy
Chapter 5: The Five Generic Competitive Strategies--Which One to Employ?
Chapter 6: Beyond Competitive Strategy—Other Important Strategy Choices/Options
Chapter 7: Strategies for Competing in Foreign Markets
Chapter 8: Tailoring Strategy to Fit Specific Industry and Company Situations
Chapter 9: Diversification: Strategies for Managing a Group of Businesses
Chapter 10: Strategy, Ethics, and Social Responsibility
Section D: Executing the Strategy
Chapter 11: Building Resource Strengths and Organizational Capabilities
Chapter 12: Striving for Operating Excellence
Chapter 13: Corporate Culture and Leadership

Part II: Readings in Crafting and Executing Strategy
Section A: The Process of Crafting and Executing Strategy
1. Strategy as balance: from “either-or” to “and,” by Costas Markides, London Business School
2. Strategy as improvisational theater, by Rosabeth Moss Kanter
3. The balanced scorecard, competitive strategy, and performance, by Eric M. Olson, University of Colorado at Colorado Springs and Stanley F. Slater, Colorado State University
Section B: Crafting Strategy in Single-Business Companies
4. Strategy from the inside out: Building capability-creating organizations, by Fanny Miller, Russell Eisenstat, and Nathaniel Foote
5. The empire strikes back: Counterrevolutionary strategies for industry leaders, by Richard D’Aveni
6. Mastering balance: How to meet and beat a stronger opponent, by David B. Yoffie and Mary Kwak
7. Vertical integration is dead, or is it? By Thomas Osegowitsch, University of Western Australia, and Anoop Madhok, University of Utah
8. The forgotten strategy, by Pankaj Ghemewat
9. The five factors of a strategic alliance, by Jason Wakeam, Hewlett-Packard Company
10. Realizing the promise of partnerships, by Nancy J. Kaplan and Jonathan Hurd
Section C: Crafting Strategy in Diversified Companies
11. Growth outside the core, by Chris Zook and James Allen
12. When acquisitions go awry: Pitfalls in executing corporate strategy, by C. Gopinath, Suffolk University
Section D: Implementing and Executing Strategy
13. The genius is in the implementation, by Mike Freedman
14. Keys to successful strategy execution, by Robert Zagotta and Don Robinson
15. Cashing in on corporate competencies, by Jonas Ridderstrale
16. The Seven Deadly sins of Outsourcing, by Jerome Barthelemy, ESSEC Business School
17. Cultivating a Global Mindset, by Anil K. Gupta, University of Maryland and Vijay Govindarajan, Dartmouth College
18. Leading by leveraging culture, by Jennifer A. Chatman and Sandra Eunyoung Cha
Section E: Strategy, Ethics, Social Responsibility, and Corporate Governance
19. Playing by the rules: Why ethics are profitable, by Quentin R. Skrabec, University of Findlay
20. Does it pay to be good? Social responsibility and financial performance, by Homer H. Johnson, Loyola University
21. Corporate sustainability: What is it and where does it come from? By Mel Wilson, PricewaterhouseCoopers LLP
22. The shareholders vs. stakeholders debate, by H. Jeff Smith, Wake Forest University 23. What continues to be wrong with corporate governance . . . and how to fix it, by John Carver, York University and University of Georgia

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