1.Improve student learning outcomes using Connect our easy-to-use homework and learning management solution that embeds learning science and award-winning adaptive tools to improve student results.
2.Emphasis on company’s strategy must be matched not only to its external market circumstances but also to its internal resources and competitive capabilities.
3.Content tightly linked to the 31 high-interest cases, most of which are written by the text authors.
4.Mainstream, balanced treatment of the latest developments in theory and practice of strategy.
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$ 1278 | Crafting and Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases
作者：Arthur A. Thompson、Margaret A. Peteraf、John E. Gamble、A. J. Strickland III 出版社：華泰文化 出版日期：2017-05-19 語言：英文  iRead灰熊愛讀書 - 高等教育
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圖書名稱：Crafting and Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases(21版)
內容簡介
作者介紹
作者簡介
Arthur A. Thompson
現職：The University of Alabama
Margaret A. Peteraf
現職：Dartmouth College
John E. Gamble
現職：University of South Alabama
A. J. Strickland III
現職：The University of Alabama
Arthur A. Thompson
現職：The University of Alabama
Margaret A. Peteraf
現職：Dartmouth College
John E. Gamble
現職：University of South Alabama
A. J. Strickland III
現職：The University of Alabama
目錄
PART I: CONCEPTS AND TECHNIQUES FOR CRAFING AND EXECUTING STRATEGY
Section A: Introduction and Overview
Ch 1 What Is Strategy and Why Is It Important?
Ch 2 Charting a Company's Direction: Its Vision, Mission, Objectives, and Strategy
Section B: Core Concepts and Analytical Tools
Ch 3 Evaluating a Company's External Environment
Ch 4 Evaluating a Company's Resources, Capabilities, and Competitiveness
Section C: Crafting a Strategy
Ch 5 The Five Generic Competitive Strategies
Ch 6 Strengthening a Company's Competitive Position: Strategic Moves, Timing, and Scope of Operations
Ch 7 Strategies for Competing in International Markets
Ch 8 Corporate Strategy: Diversification and the Multibusiness Company
Ch 9 Ethics, Corporate Social Responsibility, Environmental Sustainability, and Strategy
Section D: Executing the Strategy
Ch10 Building an Organization Capable of Good Strategy Execution: People, Capabilities, and Structure
Ch11 Managing Internal Operations: Actions that Promote Good Strategy Execution
Ch12 Corporate Culture and Leadership: Keys to Good Strategy Execution
PART II: CASES IN CRAFTING AND EXECUTING STRATEGY
Section A: Introduction and Overview
Ch 1 What Is Strategy and Why Is It Important?
Ch 2 Charting a Company's Direction: Its Vision, Mission, Objectives, and Strategy
Section B: Core Concepts and Analytical Tools
Ch 3 Evaluating a Company's External Environment
Ch 4 Evaluating a Company's Resources, Capabilities, and Competitiveness
Section C: Crafting a Strategy
Ch 5 The Five Generic Competitive Strategies
Ch 6 Strengthening a Company's Competitive Position: Strategic Moves, Timing, and Scope of Operations
Ch 7 Strategies for Competing in International Markets
Ch 8 Corporate Strategy: Diversification and the Multibusiness Company
Ch 9 Ethics, Corporate Social Responsibility, Environmental Sustainability, and Strategy
Section D: Executing the Strategy
Ch10 Building an Organization Capable of Good Strategy Execution: People, Capabilities, and Structure
Ch11 Managing Internal Operations: Actions that Promote Good Strategy Execution
Ch12 Corporate Culture and Leadership: Keys to Good Strategy Execution
PART II: CASES IN CRAFTING AND EXECUTING STRATEGY
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