Crafting and Executing Strategy - Text and Readings

New chapters in this 12th edition demonstrate the authors' commitment to the most up-to-date conceptual coverage. Given the modern economy, most strategy discussion books need to include internet economy discussions to be complete. This 12th edition takes a look at the strategies for competing in globalizing markets. In response to readers' and reviewers' suggestions, the authors have carefully edited the theoretical presentation to make it more concise and added more real-world examples throughout the text. Instructor presentation manager CD-ROM is new to this edition, The Presentation Manager allows instructors to create classroom presentations using PowerPoint, videos, and all the print supplements.

Table of Contents:
Concepts: the strategic management process - an overview; establishing company direction - developing a strategic vision, setting objectives, and crafting a strategy; industry and competitive analysis; evaluating company resources and competitive capabilities; strategy and competitive advantage; strategies for competing in globalizing markets; new business models and strategies for the Internet economy; tailoring strategy to fit specific industry and company situations; strategy and competitive advantage in diversified companies; evaluating the strategies of diversified companies; implementing and executing strategy - building resource capabilities and structuring the organization; implementing and executing strategy - budgets, policies, best practices, support systems, and rewards; implementing and executing strategy - culture and leadership. Readings: building your company's vision, James C. Collins, Jerry I. Porras; a dynamic view of strategy, Constantinos C. Markides; is strategy making a difference?, J. Moncrieff; what makes savvy global leaders, Allen Morrison, Hal Gergersen, Stewart Black; the balanced scorecard - a necessary good or an unnecessary evil, Stella Moraj, Daniel Oyon, Didier Hostettler; competitive advantage and internal organizational assessment, W. Jack Duncan, Peter M. Ginter, Linda E. Swayne; dynamics of core competencies in leading multinational companies, Briance Mascarenhas, Alok Baveja, Mamnoon Jamil; developing a knowledge strategy, Michael H. Zack; the strategic potential of a firm's knowledge portfolio, David W. Birchall, George Tovstiga; timing - the bedrock of anticipatory management, Stephen C. Harper; strategies to turn adversity into profits, Allan Afuah; playing in the giant's field - strategies for effectively competing in the global marketplace, Carolan McLarney; leveraging the rewards of strategic alliances, Gabor Garai; bringing Silicon Valley inside, Gary Hamel; leveraging the Web for corporate success, David A. Griffith, Jonathan W. Palmer; creating corporate advantage, David J. Collis, Cynthia A. Montgomery; creating the boundaryless organization, Ron Ashkenas; putting people first for organizational success, Jeffrey Pfeffer, John F. Veiga; designing management training and development for competitive advantage - lessons from the best, Judy D. Olian, Cathy C. Durham, Amy L. Kristof, Kenneth G. Brown, Richard M. Pierce, Linda Kunder; adding cultural fit to your diligence checklist, Mitchell Lee Marks; five common mistakes in designing and implementing a business ethics programme, Lori Tansey Martens and Kristen Day; codes of conduct for multinational corporations - an idea whose time has come, S. Prakash Sethi.