Part I: Concepts and Techniques for Crafting and Executing Strategy Section A: Introduction and OverviewChapter 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 ToolsChapter 3: Evaluating a Company's External EnvironmentChapter 4: Evaluating a Company's Resources and Competitive Position Section C: Crafting a StrategyChapter 5: Five Generic Competitive Strategies--Which One to Employ? Chapter 6: Supplementing the Chosen Competitive Strategy: Other Important Strategy ChoicesChapter 7: Strategies for Competing in Foreign MarketsChapter 8: Diversification: Strategies for Managing a Group of BusinessesChapter 9: Ethical Business Strategies, Social Responsibility, and Environmental Sustainability Section D: Executing the StrategyChapter 10: Building an Organization Capable of Good Strategy ExecutionChapter 11: Managing Internal Operations: Actions That Promote Good Strategy ExecutionChapter 12: Corporate Culture and Leadership: Keys to Good Strategy ExecutionPart II: ReadingsBusiness Models, Business Strategy, and InnovationThe Power of Vision: Statements That ResonateFinding Your Strategy in the New LandscapeGetting into Your Competitor's HeadOperational Capabilities: Hidden in Plain ViewOrchestrating the New Dynamic CapabilitiesLow-Cost Strategy through Product Architecture: Lessons from ChinaInnovation Strategies CombinedManaging Strategic Alliances: What Do We Know Now, and Where Do We Go from Here? How Emerging Giants Are Rewriting the Rules of M&AThe American Model of the Multinational Firm and the "New" Multinationals from Emerging EconomiesCore Competencies for Diversifying: Case Study of a Small BusinessGlobalfocusing: Corporate Strategies under PressureMaking the Most of Corporate Social ResponsibilityBusiness as Environmental Steward: The Growth of GreeningRecurring Failures in Corporate Governance: A Global Disease? Creative ExecutionOnly the Right People Are Strategic Assets of the FirmSix Sigma at Your ServiceThe Story Is the Message: Shaping Corporate Culture
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. 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.