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Crafting & Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases Arthur Thompson Jr

Crafting & Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases By Arthur Thompson Jr

Crafting & Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases by Arthur Thompson Jr

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Summary

Mirroring both the best academic thinking and the pragmatism of real-world strategic management, this title provides a case line up of 28 cases.

Crafting & Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases Summary

Crafting & Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases by Arthur Thompson Jr

Overview: The 18th edition of Crafting and Executing Strategy represents 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 up of 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.

About Arthur Thompson Jr

Arthur A. Thompson, Jr., earned his B.S and Ph.D. degrees in economics from The University of Tennessee, spent three years on the economics faculty at Virginia Tech, and served on the faculty of The University of Alabama's College of Commerce and Business Administration for 24 years. In 1974 and again in 1982, Dr. Thompson spent semester-long sabbaticals as a visiting scholar at the Harvard Business School.His areas of specialization are business strategy, competition and market analysis, and the economics of business enterprises. In addition to publishing over 30 articles in some 25 different professional and trade publications, he has authored or co-authored five textbooks and six computer-based simulation exercises. His textbooks and strategy simulations have been used at well over 1,000 college and university campuses worldwide. Dr. Thompson spends much of his off-campus time giving presentations, putting on management development programs, working with companies, and helping operate a business simulation enterprise in which he is a major partner. Dr.Thompson and his wife of 56 years have two daughters, two grandchildren, and a Yorkshire terrier. Margaret A. Peteraf is the Leon E. Williams Professor of Management at the Tuck School of Business at Dartmouth College. She is an internationally recognized scholar of strategic management, with a long list of publications in top management journals. She has earned myriad honors and prizes for her contributions, including the 1999 Strategic Management Society Best Paper Award recognizing the deep influence of her work on the field of Strategic Management. Professor Peteraf is a fellow of the Strategy Management Society and the Academy of Management. She served previously as a member of the Board of Governors of both the Society and the Academy of Management and as Chair of the Business Policy and Strategy Division of the Academy. She has also served in various editorial roles on numerous editorial boards, including the Strategic Management Journal, the Academy of Management Review, and Organization Science. She has taught in Executive Education programs in various programs around the world and has won teaching awards at the MBA and Executive level.Professor Peteraf earned her Ph.D., M.A., and M.Phil. at Yale University and held previous faculty appointments at Northwestern University's Kellogg Graduate School of Management and at the University of Minnesota's Carlson School of Management. John E. Gamble is currently Associate Dean and Professor of Management in the Mitchell College of Business at the University of South Alabama. His teaching specialty at USA is strategic management and he also conducts a course in strategic management in Germany, which is sponsored by the University of Applied Sciences in Worms. Dr. Gamble's research interests center on strategic issues in entrepreneurial, health care, and manufacturing settings. His work has been published in various scholarly journals and he is the author or co-author of more than 50 case studies published in an assortment of strategic management and strategic marketing texts. He has done consulting on industry and market analysis for clients in a diverse mix of industries. Professor Gamble received his Ph.D. in management from the University of Alabama in 1995. Dr. Gamble also has a Bachelor of Science degree and a Master of Arts degree from the University of Alabama. A.J. (Lonnie) Strickland received a BS in Math and Physics from the University of Georgia, an MS in Industrial Management from Georgia Institute of Technology, and a PhD from Georgia State university. He currently holds the rank of Professor of Strategic Management in the Graduate School of Business at the University of Alabama. He has done extensive consulting and research work. In recent years, he was honored with the Outstanding Professor Award for the Graduate School of Business, and was the recipient of the Outstanding Commitment to Teaching Award for the University of Alabama.

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: Charting a Company's Direction: Vision and Mission, Objectives and StrategySection B: Core Concepts and Analytical Tools
Chapter 3: Evaluating a Company's External Environment
Chapter 4: Evaluating a Company's Resources and Competitive PositionSection C: Crafting a Strategy
Chapter 5: 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 II: Cases

Section A: Crafting Strategy in Single-Business Companies
1. Afrigator: A Killer Start-up in Africa
2. Competition in Energy Drinks, Sports, and Vitamin-Enhanced Beverages
3. Competition in the Golf Equipment Industry in 2009
4. Dell Inc. in 2008: Can it Overtake Hewlett-Packard as the Worldwide Leader in Personal Computers?
5. Atlassian: Supporting the World with Legendary Service
6. Nintendo's Strategy in 2009: The Ongoing Battle with Microsoft and Sony
7. TomTom: New Competition Everywhere!
8. Apple Inc. in 2010
9. Google's Strategy in 2010
10. Research in Motion: Managing Explosive Growth
11. Problems at China Airlines
12. Canadian Solar
13. Cemex's Cost of 'Globalised' Growth-The Cash Crunch?
14. Corona Beer: Challenges of International Expansion
15. Globalization of Komatsu: Digging Out of TroubleSection B: Crafting Strategy in Diversified Companies
16. PepsiCo's Diversification Strategy in 2008
17. Adidas in 2009: Has Corporate Restructuring Increased Shareholder Value?Section C: Implementing and Executing Strategy
18. Robin Hood
19. Shangri-La Hotels
20. Toyota Motor Company: Losing Its Quality Edge?
21. Starbucks' Strategy and Internal Initiatives to Return to Profitable GrowthSection D: Strategy, Ethics and Social Responsibility
22. Rhino Capture in Kruger National Park
23. Coca-Cola India's Corporate Social Responsibility Strategy
24. Detecting Unethical Practices at Supplier Factories: The Monitoring and Compliance Challenges

Additional information

GOR006008286
9780071317009
0071317007
Crafting & Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases by Arthur Thompson Jr
Arthur Thompson Jr
Used - Very Good
Paperback
McGraw-Hill Education - Europe
20110816
1184
N/A
Book picture is for illustrative purposes only, actual binding, cover or edition may vary.
This is a used book - there is no escaping the fact it has been read by someone else and it will show signs of wear and previous use. Overall we expect it to be in very good condition, but if you are not entirely satisfied please get in touch with us

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