Crafting and Executing Strategy: Concepts and Readings

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  • Edition: 19th
  • Format: Paperback
  • Copyright: 2013-01-17
  • Publisher: McGraw-Hill Education
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  • The Used and Rental copies of this book are not guaranteed to include any supplemental materials. Typically, only the book itself is included. This is true even if the title states it includes any access cards, study guides, lab manuals, CDs, etc.


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

Chapter 4: Evaluating a Company’s Resources, Capabilities, and Competitiveness

Section C: Crafting a Strategy

Chapter 5: The Five Generic Competitive Strategies: Which One to Employ?

Chapter 6: Strengthening a Company’s Competitive Position: Strategic Moves, Timing, and Scope of Operations

Chapter 7: Strategies for Competing in International Markets

Chapter 8: Corporate Strategy: Diversification and the Multibusiness Company

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: People, Capabilities, and Structure

Chapter 11: Managing Internal Operations: Actions that Promote Good Strategy Execution

Chapter 12: Corporate Culture and Leadership: Keys to Good Strategy Execution

Part Two: Readings

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

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

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

Reading 17: How to Do Well and Do Good

Reading 18: Managing Moral Distress: A Strategy for Resolving Ethical Dilemmas

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

Reading 24: What Matters Now

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