Crafting and executing strategy : concepts and readings / Arthur A. Thompson ... [et al.]

Content includes:

Pt 1. Concepts and techniques for crafting and executing strategy
Section A: Introduction and Overview
1. 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 tools
3. Evaluating a company's external environment
4. Evaluating a company's resources, capabilities and competitiveness

Section C: Crafting a strategy
5. The five generic competitive strategies
6. Strengthening a company's competitive position
7. Strategies for competing in international markets
8. Corporate strategy
9. Ethics, corporate social responsibility, environmental sustainability and strategy

Section D: Executing the strategy
10. Building an organization capable of good strategy execution
11. Managing internal operations
12. Corporate culture and leadership

Pt 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 strategy
2. How to identify new business models
3. Strategy making: the approach matters
4. The real job of boards

Section B: Crafting strategy in single-business companies
5. Which strategy when?
6. A shared fate
7. Adaptability: the new competitive advantage
8. Dynamic capabilities: a guide for managers
9. Profiting when customers choose value over price
10. Competing against free
11. The new M&A playbook
12. Adding value through offshoring

Section C: Crafting strategy in international and diversified companies
13. Is your emerging-market strategy local enough?
14. Strategic orchestration
15. Diversification: best practices of the leading companies
16. Successful divestitures need proper cultivation

Section D: Strategy, ethics, social responsibility and sustainability
17. How to do well and do good
18. Managing moral distress : a strategy for resolving ethical dilemmas

Section E: Executing strategy
19. The role of perceived benefits of training in generating affective commitment and the high value of firms
20. The learning enterprise
21. Why operational excellence matters
22. Using knowledge brokering to improve business processes
23. Corporate culture : its value as a resource for competitive advantage
24. What matters now

Includes bibliographical references and index.