Synopses & Reviews
STRATEGY: Winning in the Marketplace is the newest offering from proven authors Thompson, Gamble, and Strickland. As in previous works, the authors' mainstream presentation includes the most recent research in strategy presented in a way that students can understand and apply to business cases and problems. With fewer chapters and pages than previous texts by these authors, this text offers a more concise, lively, and user-friendly presentation of strategic management. Fundamental strengths of Thompson/Gamble/Strickland text treatments are very much evident in this edition-a compelling presentation of Porter's Five-Forces model and globally competitive markets and first-rate coverage of strategy execution and the drive for operating excellence.
About the Author
John E. Gamble is currently Associate Dean and Professor of Management in the Mitchell College of Business at the University of South Alabama. His teaching specialty at USA is strategic management and he also conducts a course in strategic management in Germany, which is sponsored by the University of Applied Sciences in Worms.
Dr. Gamble's research interests center on strategic issues in entrepreneurial, health care, and manufacturing settings. His work has been published in various scholarly journals and he is the author or co-author of more than 50 case studies published in an assortment of strategic management and strategic marketing texts. He has done consulting on industry and market analysis for clients in a diverse mix of industries.
Professor Gamble received his Ph.D. in management from the University of Alabama in 1995. Dr. Gamble also has a Bachelor of Science degree and a Master of Arts degree from the University of Alabama.A.J. (Lonnie) Strickland received a BS in Math and Physics from the University of Georgia, an MS in Industrial Management from Georgia Institute of Technology, and a PhD from Georgia State university. He currently holds the rank of Professor of Strategic Management in the Graduate School of Business at the University of Alabama. He has done extensive consulting and research work. In recent years, he was honored with the Outstanding Professor Award for the Graduate School of Business, and was the recipient of the Outstanding Commitment to Teaching Award for the University of Alabama.
Table of Contents
Strategy: Winning in the Marketplace: Core Concepts, Analytical Tools, Cases
Thompson, Gamble, and Strickland
Part I Introduction and Overview
Chapter 1, What is strategy and why is it important?
Part II Core Concepts and Analytical Tools
Chapter 2, Analyzing a companys external environment
Chapter 3, Analyzing a companys resources and competitive position
Part III Crafting the Strategy
Chapter 4, Crafting a strategy: The quest for competitive advantage
Chapter 5, Competing in foreign markets
Chapter 6, Diversification: Strategies for managing a group of businesses
Chapter 7, Strategy, ethics, and social responsibility
Part IV Executing the Strategy
Chapter 8, Executing the strategy: Building a capable organization and instilling a culture
Chapter 9, Managing internal operations in ways that promote good strategy execution
Part V ReadingsSection A: What Is Strategy and How Is The Process of Crafting and Executing Strategy Managed?1. What is Strategy and How Do You Know If You Have One?2. Walking the Talk (Really!): Why Visions Fail3. The Motivational Benefits of Goal-SettingSection B: Crafting Strategy in Single Business Companies4. How Industries Change5. Five Killer Strategies for Trouncing the Competition6. Racing to be 2nd: Conquering the Industries of the Future7. Oursourcing Strategies: Opportunities and RisksSection C: Crafting Strategy in Diversified Companies8. Increasing the Odds of Successful Growth: The Critical Prelude to Moving “Beyond the Core”Section D: Implementing and Executing Strategy9. Management is the Art of Doing and Getting Done10. Some Pros and Cons of Six Sigma: An Academic Perspective11. Linking Goals to Monetary Incentives12. The Seven Habits of Spectacularly Unsuccessful ExecutivesSection E: Strategy, Ethics, and Social Responsibility13. Corporate Social Responsibility: Why Good People Behave Badly in Organizations14. Good Governance and the Misleading Myths of Bad Metrics