Crafting and Executing Strategy: Text and Readings

"Crafting and Executing Strategy" presents the most recent research in strategy in a way that students can understand and apply to business cases and problems. The readings come from such sources as "Business Strategy Review", "MIT Sloan Management Review", "Business Horizons", "California Management Review", "Business and Society Review", "Journal of Business Strategy", and "Strategic Change". The selection includes a variety of perspectives, and provides an introductory look at the literature of strategic management literature.

Table of Contents:
Part I: Concepts and Techniques for Crafting and Executing Strategy Section A: Introduction and Overview, Chapter 1: What Is Strategy and Why Is It Important? Chapter 2: The Managerial Process of Crafting and Executing Strategy Section B: Core Concepts and Analytical Tools Chapter 3: Evaluating a Company's External Environment Chapter 4: Evaluating a Company's Resources and Competitiveness Section C: Crafting a Strategy Chapter 5: The Five Generic Competitive Strategies--Which One to Employ? Chapter 6: Beyond Competitive Strategy--Other Important Strategy Choices/Options Chapter 7: Strategies for Competing in Foreign Markets Chapter 8: Tailoring Strategy to Fit Specific Industry and Company Situations Chapter 9: Diversification: Strategies for Managing a Group of Businesses Chapter 10: Strategy, Ethics, and Social Responsibility Section D: Executing the Strategy Chapter 11: Building Resource Strengths and Organizational Capabilities Chapter 12: Striving for Operating Excellence Chapter 13: Corporate Culture and Leadership Part II: Readings in Crafting and Executing Strategy Section A: The Process of Crafting and Executing Strategy 1. Strategy as balance: from "either-or" to "and," by Costas Markides, London Business School 2. Strategy as improvisational theater, by Rosabeth Moss Kanter 3. The balanced scorecard, competitive strategy, and performance, by Eric M. Olson, University of Colorado at Colorado Springs and Stanley F. Slater, Colorado State University Section B: Crafting Strategy in Single-Business Companies 4. Strategy from the inside out: Building capability-creating organizations, by Fanny Miller, Russell Eisenstat, and Nathaniel Foote 5. The empire strikes back: Counterrevolutionary strategies for industry leaders, by Richard D'Aveni 6. Mastering balance: How to meet and beat a stronger opponent, by David B. Yoffie and Mary Kwak 7. Vertical integration is dead, or is it? By Thomas Osegowitsch, University of Western Australia, and Anoop Madhok, University of Utah 8. The forgotten strategy, by Pankaj Ghemewat 9. The five factors of a strategic alliance, by Jason Wakeam, Hewlett-Packard Company 10. Realizing the promise of partnerships, by Nancy J. Kaplan and Jonathan Hurd Section C: Crafting Strategy in Diversified Companies 11. Growth outside the core, by Chris Zook and James Allen 12. When acquisitions go awry: Pitfalls in executing corporate strategy, by C. Gopinath, Suffolk University Section D: Implementing and Executing Strategy 13. The genius is in the implementation, by Mike Freedman 14. Keys to successful strategy execution, by Robert Zagotta and Don Robinson 15. Cashing in on corporate competencies, by Jonas Ridderstrale 16. The Seven Deadly sins of Outsourcing, by Jerome Barthelemy, ESSEC Business School 17. Cultivating a Global Mindset, by Anil K. Gupta, University of Maryland and Vijay Govindarajan, Dartmouth College 18. Leading by leveraging culture, by Jennifer A. Chatman and Sandra Eunyoung Cha Section E: Strategy, Ethics, Social Responsibility, and Corporate Governance 19. Playing by the rules: Why ethics are profitable, by Quentin R. Skrabec, University of Findlay 20. Does it pay to be good? Social responsibility and financial performance, by Homer H. Johnson, Loyola University 21. Corporate sustainability: What is it and where does it come from? By Mel Wilson, PricewaterhouseCoopers LLP 22. The shareholders vs. stakeholders debate, by H. Jeff Smith, Wake Forest University 23. What continues to be wrong with corporate governance ... and how to fix it, by John Carver, York University and University of Georgia