1HU Crafting and Executing Strategy - Đại Học Quốc Crafting and Executing Strategy Text and Readings Fourteenth Edition Arthur A. Thompson, Jr University of Alabama A. J. Strickland III University of Alabama John E. Gamble University of South Alabama ^XlHO^QU^ GIA HA NOI

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<ul><li><p>1HU </p><p>Crafting and Executing Strategy Text and Readings </p><p>Fourteenth Edition </p><p>Arthur A. Thompson, Jr University of Alabama </p><p>A. J. Strickland III University of Alabama </p><p>John E. Gamble University of South Alabama </p><p>^ X l H O ^ Q U ^ GIA HA NOI ^ ^ ^ ^ ^ . TM6NG TIN THU VlgN </p><p>McGraw-Hill H I Irwin Graw linifli II will </p><p>^ " , r . 1 NeD. S - . g o S.u, Singapore S,dne, TP T,cn,o Milan Montreal New </p></li><li><p>jntents </p><p>part|Oj|e Concepts and Techniques for Crafting and Executing Strategy Section A: Introduction and Overview </p><p>1. What Is Strategy and Why Is It Important? 2 </p><p>2 . The Managerial Process of Crafting and Executing Strategy 16 </p><p>Section B: Core Concepts and Analytical Tools </p><p>3 . Analyzing a Company's External Environment 44 </p><p>4 . Analyzing a Company's Resources and Competitive Position 86 </p><p>Section C: Crafting a Strategy </p><p>5 . The Five Generic Competitive Strategies: Which One to Employ? 114 </p><p>6 . Beyond Competitive Strategy: Other Important Strategy Choices 140 </p><p>7 . Competing in Foreign Markets 172 </p><p>8 . Tailoring Strategy to Fit Specific Industry and Company Situations 202 </p><p>9 . Diversification: Strategies for Managing a Group of Businesses 234 </p><p>1 0 . Strategy, Ethics, and Social Responsibility 282 </p><p>Section D: Executing the Strategy </p><p>1 1 . Building Resource Strengths and Organizational Capabilities 316 </p><p>1 2 . Managing Internal Operations: Actions That Promote Better Strategy Execution 344 </p><p>1 3 . Corporate Culture and Leadership: Keys to Good Strategy Execution 368 </p><p>partlt^^ Readings in Crafting and Executing Strategy Section A: The Process of Crafting and Executing Strategy </p><p>1. Strategy as Balance: From "Either-Or" to "And" 404 </p><p>2 . Strategy as Improvisational Theater 414 </p><p>3 . The Balanced Scorecard, Competitive Strategy, and Performance 420 </p><p>Section B: Crafting Strategy in Single-Business Companies </p><p>4 . Strategy from the Inside Out: Building Capability-Creating Organizations 427 </p><p>5 . The Empire Strikes Back: Counterrevolutionary Strategies for Industry Leaders 440 </p><p>6 . Mastering Balance: How to Meet and Beat a Stronger Opponent 448 </p><p>7 . Vertical Integration Is Dead, or Is It? 459 </p></li><li><p>Brief Contents xxix </p><p>8 . The Forgotten Strategy 470 </p><p>9 . The Five Factors of a Strategic Alliance 479 </p><p>10 . Realizing the Promise of Partnerships 483 </p><p>Section C: Crafting Strategy in Diversified Companies </p><p>1 1 . Growth Outside the Core 489 </p><p>1 2 . When Acquisitions Go Awry: Pitfalls in Executing Corporate Strategy 497 </p><p>Section D: Implementing and Executing Strategy </p><p>1 3 . The Genius Is in the Implementation 502 </p><p>14 . Keys to Successful Strategy Execution 509 </p><p>1 5 . Cashing In on Corporate Competencies 515 </p><p>1 6 . The Seven Deadly Sins of Outsourcing 527 </p><p>1 7 . Cultivating a Global Mindset 541 </p><p>1 8 . Leading by Leveraging Culture 553 </p><p>Section E: Strategy, Ethics, Social Responsibility, and Corporate Governance </p><p>1 9 . Playing by the Rules: Why Ethics Are Profitable 563 </p><p>2 0 . Does It Pay to Be Good? Social Responsibility and Financial Performance 568 </p><p>2 1 . Corporate Sustainability: What Is It and WTiere Does It Come From? 575 </p><p>2 2 . The Shareholders vs. Stakeholders Debate 580 </p><p>2 3 . What Continues to Be Wrong with Corporate Governance . . . And How to Fix It 587 </p><p>indexes Organization I-1 </p><p>Name 1-6 </p><p>Subject I-11 </p><p>endnotes </p></li></ul>

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