Connect 1 Semester Online Access for Crafting & Executing Strategy: Concepts and Cases
Connect 1 Semester Online Access for Crafting & Executing Strategy: Concepts and Cases

Connect 1 Semester Online Access for Crafting & Executing Strategy: Concepts and Cases

20th Edition
By Arthur Thompson Jr and Margaret Peteraf and John Gamble and A. Strickland III
ISBN10: 1259305511
ISBN13: 9781259305511
Copyright: 2016

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ISBN10: 1259305511 | ISBN13: 9781259305511



The estimated amount of time this product will be on the market is based on a number of factors, including faculty input to instructional design and the prior revision cycle and updates to academic research-which typically results in a revision cycle ranging from every two to four years for this product. Pricing subject to change at any time.

Program Details

PART 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

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 Strategy

2 The Role of the Chief Strategy Officer

3 Managing the Strategy Journey

4 The Balanced Scorecard in China: Does It Work?

Section B: Crafting Strategy in Single-Business Companies

5 Competing in Network Markets: Can the Winner Take All?

6 BlackBerry Forgot to Manage the Ecosystem R-357 Dynamic Capabilities: Routines versus Entrepreneurial Action

8 Meta-SWOT: Introducing a New Strategic Planning Tool

9 Are You Ready for the Digital Value Chain?

10 Limits to Growing Customer Value: Being Squeezed Between the Past and the Future

11 Organizational Ambidexterity: Balancing Strategic Innovation and Competitive Strategy in the Age of Reinvention

12 Pioneering and First Mover Advantages: The Importance of Business Models

13 Adding Value through Offshoring

Section C: Crafting Strategy in International and Diversified Companies

14 Reverse Innovation: A Global Growth Strategy That Could Pre-empt Disruption at Home

15 How Emerging Giants Can Take on the World

16 Why Conglomerates Thrive (Outside the U.S.)

17 Diversification: Best Practices of the Leading Companies

Section D: Strategy, Ethics, Social Responsibility, and Sustainability

18 Pragmatic Business Ethics

19 Leaders as Stewards

Section E: Executing Strategy

20 Attract Top Talent

21 Building Superior Capabilities for Strategic Sourcing

22 How Collaboration Technologies Are Improving Process, Workforce, and Business Performance

23 The ROI of Employee Recognition

24 The Critical Few: Components of a Truly Effective Culture

25 How Strategists Lead