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Overview:The 18th edition of Crafting and Executing Strategyrepresents one of our most important and thoroughgoing revisions ever. The newest member of the author team, Margie Peteraf, led a thorough re-examination of every paragraph on every page of the 17th edition chapters. The overriding objectives were to inject new perspectives and the best academic thinking, strengthen linkages to the latest research findings, modify the coverage and exposition as needed to ensure squarely on-target content, and give every chapter a major facelift. While this 18th edition retains the same 12-chapter structure of the prior edition, every chapter has been totally refreshed. And the chapter content continues to be solidly mainstream and balanced, mirroring both the best academic thinking and the pragmatism of real-world strategic management. Known for its cases and teaching notes, this edition provides an unparalleled case line upof 28 cases. (1) 25 of the 28 cases are brand new or extensively updated for this edition, (2) The selection of cases is diverse, timely, and thoughtfully-crafted and complements the text presentation pushing students to apply the concepts and analytical tools they have read about. (3) Many cases involve high-profile companies. (4) And there's a comprehensive package of support materials that are a breeze to use, highly effective, and flexible enough to fit most any course design. Thompson 18e, your best case scenario!
Table of Contents
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