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Strategy: Winning in the Marketplace: Core Concepts, Analytical Tools, Cases Thompson, Gamble, and Strickland | |
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Introduction and Overview | |
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What is strategy and why is it important? | |
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Core Concepts and Analytical Tools | |
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Analyzing a company’s external environment | |
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Analyzing a company’s resources and competitive position | |
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Crafting the Strategy | |
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Crafting a strategy: The quest for competitive advantage | |
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Competing in foreign markets | |
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Diversification: Strategies for managing a group of businesses | |
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Strategy, ethics, and social responsibility | |
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Executing the Strategy | |
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Executing the strategy: Building a capable organization and instilling a culture | |
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Managing internal operations in ways that promote good strategy execution | |
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Readings | |
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What Is Strategy and How Is The Process of Crafting and Executing Strategy Managed? | |
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What is Strategy and How Do You Know If You Have One? | |
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Walking the Talk (Really!): Why Visions Fail | |
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The Motivational Benefits of Goal-Setting | |
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Crafting Strategy in Single Business Companies | |
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How Industries Change | |
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Five Killer Strategies for Trouncing the Competition | |
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Racing to be 2nd: Conquering the Industries of the Future | |
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Oursourcing Strategies: Opportunities and Risks | |
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Crafting Strategy in Diversified Companies | |
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Increasing the Odds of Successful Growth: The Critical Prelude to Moving “Beyond the Core” | |
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Implementing and Executing Strategy | |
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Management is the Art of Doing and Getting Done | |
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Some Pros and Cons of Six Sigma: An Academic Perspective | |
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Linking Goals to Monetary Incentives | |
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The Seven Habits of Spectacularly Unsuccessful Executives | |
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Strategy, Ethics, and Social Responsibility | |
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Corporate Social Responsibility: Why Good People Behave Badly in Organizations | |
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Good Governance and the Misleading Myths of Bad Metrics | |