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Crafting and Executing Strategy: The Quest for Competitive Advantage, 20e by Thompson, Peteraf, Gamble, and Strickland maintains its solid foundation as well as brings an enlivened, enriched presentation of the material for the 20th edition. The exciting new edition provides an up-to-date and engrossing discussion of the core concepts and analytical tools. There is an accompanying lineup of exciting new cases that bring the content to life and are sure to provoke interesting classroom discussions and deepen students’ understanding of the material in the process.
Table of Contents
PART 1 Concepts and Techniques for Crafting and Executing Strategy
Section A: Introduction and Overview
1 What Is Strategy and Why Is It Important?
2 Charting a Company’s Direction: Its Vision, Mission, Objectives, and Strategy
Section B: Core Concepts and Analytical Tools
3 Evaluating a Company’s External Environment
4 Evaluating a Company’s Resources, Capabilities,
Section C: Crafting a Strategy
5 The Five Generic Competitive Strategies
6 Strengthening a Company’s Competitive Position
7 Strategies for Competing in International Markets
8 Corporate Strategy
9 Ethics, Corporate Social Responsibility, Environmental Sustainability, and Strategy
Section D: Executing the Strategy
10 Building an Organization Capable of Good Strategy Execution
11 Managing Internal Operations
12 Corporate Culture and Leadership
PART 2 Readings in Crafting and Executing Strategy
Section A: What Is Strategy and How Is the Process of Crafting and Executing Strategy Managed?
1 The Perils of Bad Strategy
2 The Role of the Chief Strategy Officer
3 Managing the Strategy Journey
4 The Balanced Scorecard in China: Does It Work?
Section B: Crafting Strategy in Single-Business Companies
5 Competing in Network Markets: Can the Winner Take All?
6 BlackBerry Forgot to Manage the Ecosystem R-357 Dynamic Capabilities: Routines versus Entrepreneurial Action
8 Meta-SWOT: Introducing a New Strategic Planning Tool
9 Are You Ready for the Digital Value Chain?
10 Limits to Growing Customer Value: Being Squeezed Between the Past and the Future
11 Organizational Ambidexterity: Balancing Strategic Innovation and Competitive Strategy in the Age of Reinvention
12 Pioneering and First Mover Advantages: The Importance of Business Models
13 Adding Value through Offshoring
Section C: Crafting Strategy in International and Diversified Companies
14 Reverse Innovation: A Global Growth Strategy That Could Pre-empt Disruption at Home
15 How Emerging Giants Can Take on the World
16 Why Conglomerates Thrive (Outside the U.S.)
17 Diversification: Best Practices of the Leading Companies
Section D: Strategy, Ethics, Social Responsibility, and Sustainability
18 Pragmatic Business Ethics
19 Leaders as Stewards
Section E: Executing Strategy
20 Attract Top Talent
21 Building Superior Capabilities for Strategic Sourcing
22 How Collaboration Technologies Are Improving Process, Workforce, and Business Performance
23 The ROI of Employee Recognition
24 The Critical Few: Components of a Truly Effective Culture