Essentials of strategic management : the quest for competitive advantage / John E. Gamble, Texas A&M University Corpus Christi, Margaret A. Peteraf, Dartmouth College, Arthur A. Thompson, Jr., The University of Alabama.
By: Gamble, John (John E.) [author.]
Contributor(s): Thompson, Arthur A [author.] | Peteraf, Margaret Ann [author.]
Publisher: New York, NY : McGraw-Hill Education, [2017]Copyright date: c2017Edition: 5eDescription: xxxi, 462 pages : illustrations ; 26 cmContent type: text Media type: unmediated Carrier type: volumeISBN: 9781259255915Subject(s): Strategic planning | Business planning | Competition | Strategic planning -- Case studiesDDC classification: 658.4/012 LOC classification: HD30.28 | .G353 2017| Item type | Current location | Home library | Call number | Status | Date due | Barcode | Item holds |
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BOOK
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COLLEGE LIBRARY | COLLEGE LIBRARY SUBJECT REFERENCE | 658.4012 G1436 2017 (Browse shelf) | Checked out | 07/24/2024 | CITU-CL-48194 |
Revised edition of the authors' Essentials of strategic management, 2015.
Includes indexes.
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.
Arthur Thompson Jr.
Thompson?s teaching experience includes 25+ years at the University of Alabama, and 3 years at Virginia Polytechnic Institute and State University. He earned a BS in Liberal Arts and a PhD in Economics from the University of Tennessee. He is a member of the American Economic Association, the Academy of Management, and the Southern Management Association. He has also served on the editorial boards of a number of journals, including the Journal of Economics and Finance, the Journal of Management, the Journal of Management Case Studies, and the Journal of Management Issues.
Margaret Peteraf
Margaret A. Peteraf is the Leon E. Williams Professor of Management at the Tuck School of Business at Dartmouth College. She is an internationally recognized scholar of strategic management, with a long list of publications in top management journals. She has earned myriad honors and prizes for her contributions, including the 1999 Strategic Management Society Best Paper Award recognizing the deep influence of her work on the field of Strategic Management. Professor Peteraf is a fellow of the Strategy Management Society and the Academy of Management. She served previously as a member of the Board of Governors of both the Society and the Academy of Management and as Chair of the Business Policy and Strategy Division of the Academy. She has also served in various editorial roles on numerous editorial boards, including the Strategic Management Journal, the Academy of Management Review, and Organization Science. She has taught in Executive Education programs in various programs around the world and has won teaching awards at the MBA and Executive level.
Professor Peteraf earned her Ph.D., M.A., and M.Phil. at Yale University and held previous faculty appointments at Northwestern University's Kellogg Graduate School of Management and at the University of Minnesota's Carlson School of Management.
PART ONE CONCEPTS AND TECHNIQUES FOR CRAFTING AND EXECUTING STRATEGY
Section A: Introduction and Overview
Chapter 1 Strategy, Business Models, and Competitive Advantage
Chapter 2 Strategy Formulation, Execution, and Governance
Section B: Core Concepts and Analytical Tools
Chapter 3 Evaluating a Company?s External Environment
Chapter 4 Evaluating a Company?s Resources, Capabilities, and Competitiveness
Section C: Crafting a Strategy
Chapter 5 The Five Generic Competitive Strategies
Chapter 6 Strengthening a Company?s Competitive Position: Strategic Moves, Timing, and Scope of Operations
Chapter 7 Strategies for Competing in International Markets
Chapter 8 Corporate Strategy: Diversification and the Multibusiness Company
Chapter 9 Ethics, Corporate Social Responsibility, Environmental Sustainability, and Strategy
Section D: Executing the Strategy
Chapter 10 Super Strategy Execution?Another Path to Competitive Advantage
PART TWO CASES IN CRAFTING AND EXECUTING STRATEGY
Case 1: BillCutterz.com: Business Model, Strategy, and the Challenges of Exponential Growth
Case 2: Whole Foods Market in 2014: Vision, Core Values, and Strategy
Case 3: Apple Inc. in 2015
Case 4: Sirius XM Satellite Radio, Inc. in 2014: On Track to Succeed After a Near-Death Experience?
Case 5: Panera Bread Company in 2015?What to Do to Rejuvenate the Company?s Growth?
Case 6: Vera Bradley in 2015: Can Its Turnaround Strategy Reverse Its Continuing Decline?
Case 7: Tesla Motors?s Strategy to Revolutionize the Global Automotive Industry
Case 8: Deere & Company in 2015: Striving for Growth in a Weakening Global Agricultural Sector
Case 9: PepsiCo?s Diversification Strategy in 2015
Case 10: Robin Hood
Case 11: Southwest Airlines in 2014: Culture, Values, and Operating Practices
Case 12: Toms Shoes: A Dedication to Social Responsibility
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