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Full Description
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!
Contents
Part OneSection 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 Reading 24: What Matters Now
