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The distinguishing mark of the 19th edition is its enriched and enlivened presentation of the material in each of the 12 chapters, providing an as up-to-date and engrossing discussion of the core concepts and analytical tools as you will find anywhere. There is an accompanying line-up of exciting new cases that bring the content to life and are sure to provoke interesting classroom discussions, deepening students’ understanding of the material in the process. While this 19th edition retains the 12-chapter structure of the prior edition, every chapter –indeed every paragraph and every line – has been re-examined, refined, and refreshed. New content has been added to keep the material in line with the latest developments in the theory and practice of strategic management. In other areas, coverage has been trimmed to keep the book at a more manageable size. Scores of new examples have been added, along with 16 new Illustration
Capsules, to enrich understanding of the content and to provide students with a ringside
view of strategy in action. The result is a text that cuts straight to the chase in terms of what students really need to know and gives instructors a leg up on teaching that material effectively. It remains, as always, solidly mainstream and balanced, mirroring both the penetrating insight of academic thought and the pragmatism of real-world strategic management.
Thompson 19e, your best case scenario!
Table of Contents
Part One: 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: Charting a Company’s Direction: Its Vision, Mission, Objectives, and Strategy
Section B: Core Concepts and Analytical Tools
Chapter 3: Evaluating a Company’s External Environment
Chapter 4: Evaluating a Company’s Resources, Capabilities, and Competitiveness
Section C: Crafting a Strategy
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
Section D: Executing the Strategy
Chapter 10: Building an Organization Capable of Good Strategy Execution
Chapter 11: Managing Internal Operations
Chapter 12: Corporate Culture and Leadership
Part Two: Readings
Section A: What Is Strategy and How Is the Process of Crafting and Executing Strategy Managed?
Reading 1: The Perils of Bad Strategy
Reading 2: How to Identify New Business Models
Reading 3: Strategy Making: The Approach Matters
Reading 4: The Real Job of Boards
Section B: Crafting Strategy in Single-Business Companies
Reading 5: Which Strategy When?
Reading 6: A Shared Fate
Reading 7: Adaptability: The New Competitive Advantage
Reading 8: Dynamic Capabilities: A Guide for Managers
Reading 9: Profiting When Customers Choose Value over Price
Reading10: Competing against Free
Reading 11: The New M&A Playbook
Reading 12: Adding Value through Offshoring
Section C: Crafting Strategy in International and Diversified Companies
Reading 13: Is Your Emerging-Market Strategy Local Enough?
Reading 14: Strategic Orchestration
Reading 15: Diversification: Best Practices of the Leading Companies
Reading 16: Successful Divestitures Need Proper Cultivation
Section D: Strategy, Ethics, Social Responsibility, and Sustainability
Reading 17: How to Do Well and Do Good
Reading 18: Managing Moral Distress: A Strategy for Resolving Ethical Dilemmas
Section E: Executing Strategy
Reading 19: The Role of Perceived Benefits of Training in Generating Affective Commitment and High Value of Firms
Reading 20: The Learning Enterprise
Reading 21: Why Operational Excellence Matters
Reading 22: Using Knowledge Brokering to Improve Business Processes
Reading 23: Corporate Culture: Its Value as a Resource for Competitive Advantage