Part 1 Intercompany relations and integral strategy: the role of intercompany cooperation in integrated strategy - strategic alliances and partnering arrangements, Kathryn Rudie Harrigan; response - intercompany and intracompany cooperation in integrated strategy, Gerald D. Sentell; discussion, Charles L. Bowerman. Part 2 Integrated strategy at General Motors?: General Motors Corporation - an organization in transition, Maryann N. Keller; integral strategy, the auto industry and General Motors, David J. Andrea; discussion, Hans B. Thorelli. Part 3 Integral strategy - boon or bane for consultancy?: any room for consultants in the building in integral strategy?, William S. Ferry; the changing role for consultants at CIGNA, W. Sanford Miller, Jr.; strategic decision-making and top management consultancy in Europe in light of the new "EC 92" realities, Bo Arpi; discussion, R. Kerry Clark. Part 4 Implications for management education and development: integrating management and management education, Stephen C. Burnett; the customer - a recent graduate student's perspective, Derica W. Rice; professional education - an interdisciplinary approach, Herbert W. Desch, Jr.; recent interdisciplinary evolution in Indiana University's MBA programme, Jack R. Wentworth; discussion, Jack R. Wentworth. Part 5 Strategy futures: strategy futures - what's left to worry about?, Dan Schendel; panel response, S. Tamer Cavusgil et al; contents, discussion, B. Heckroodt. Part 6 Postscripts: the ecology of organizations, Hand B. Thorelli; networks - between markets and hierarchies, Hans B. Thorelli; thank you; appendix A - integral strategy - a manifest; appendix B - list of participants.
