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Crafting and Executing Strategy

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Table of Contents

PART 1 Concepts and Techniques for Crafting and Executing Strategy
Section A: Introduction and Overview1 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 Tools3 Evaluating a Company's External Environment4 Evaluating a Company's Resources, Capabilities,and Competitiveness
Section C: Crafting a Strategy5 The Five Generic Competitive Strategies6 Strengthening a Company's Competitive Position7 Strategies for Competing in International Markets8 Corporate Strategy9 Ethics, Corporate Social Responsibility, Environmental Sustainability, and Strategy
Section D: Executing the Strategy10 Building an Organization Capable of Good Strategy Execution11 Managing Internal Operations12 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 Strategy2 The Role of the Chief Strategy Officer3 Managing the Strategy Journey4 The Balanced Scorecard in China: Does It Work?
Section B: Crafting Strategy in Single-Business Companies5 Competing in Network Markets: Can the Winner Take All?6 BlackBerry Forgot to Manage the Ecosystem R-357 Dynamic Capabilities: Routines versus Entrepreneurial Action8 Meta-SWOT: Introducing a New Strategic Planning Tool9 Are You Ready for the Digital Value Chain?10 Limits to Growing Customer Value: Being Squeezed Between the Past and the Future11 Organizational Ambidexterity: Balancing Strategic Innovation and Competitive Strategy in the Age of Reinvention12 Pioneering and First Mover Advantages: The Importance of Business Models13 Adding Value through Offshoring
Section C: Crafting Strategy in International and Diversified Companies14 Reverse Innovation: A Global Growth Strategy That Could Pre-empt Disruption at Home15 How Emerging Giants Can Take on the World16 Why Conglomerates Thrive (Outside the U.S.)17 Diversification: Best Practices of the Leading Companies
Section D: Strategy, Ethics, Social Responsibility, and Sustainability18 Pragmatic Business Ethics19 Leaders as Stewards
Section E: Executing Strategy20 Attract Top Talent21 Building Superior Capabilities for Strategic Sourcing22 How Collaboration Technologies Are Improving Process, Workforce, and Business Performance23 The ROI of Employee Recognition24 The Critical Few: Components of a Truly Effective Culture25 How Strategists Lead

About the Author

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. 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. 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.

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