Readings in the Strategy Process
International Edition
3rd Edition
Published on 10. March 1998
Book
Paperback/Softback
448 pages
978-0-13-095882-2 (ISBN)
Description
For Graduate Level Courses in Strategic Management and Business Policy.
This collection of readings, edited by Henry Mintzberg, presents an Up-to-date look at how actual companies act strategically and the research driving them. This text is derived from The Strategy Process: Concepts, Contexts, and Cases 3/E ('96).
This collection of readings, edited by Henry Mintzberg, presents an Up-to-date look at how actual companies act strategically and the research driving them. This text is derived from The Strategy Process: Concepts, Contexts, and Cases 3/E ('96).
More details
Edition
3rd edition
Language
English
Place of publication
United States
Publishing group
Pearson Education (US)
Target group
Professional and scholarly
Dimensions
Height: 254 mm
Width: 204 mm
Thickness: 17 mm
Weight
749 gr
ISBN-13
978-0-13-095882-2 (9780130958822)
Copyright in bibliographic data is held by Nielsen Book Services Limited or its licensors: all rights reserved.
Schweitzer Classification
Content
Acknowledgments.
Introduction.
I. STRATEGY.
1. The Strategy Concept.
Strategies for Change. Five P's for Strategy.
2. The Strategist.
The Manager's Job. Good Managers Don't Make Policy Decisions. Strategic Intent.
3. Formulating Strategy.
The Concept of Corporate Strategy. Evaluating Business Strategy. Core Competencies and Strategic Outsourcing.
4. Strategy Analysis.
How Competitive Forces Shape Strategy. Generic Business Strategies. A Guide to Strategic Positioning.
5. Strategy Formation.
Logical Incrementalism: Managing Strategy Formation. Crafting Strategy. The Honda Effect.
II. ORGANIZATION.
6. Dealing with Structure and Systems.
Strategy and Organization Planning. The Structuring of Organizations. New Forms of Organizing. Collaborating to Compete.
7. Dealing with Culture and Power.
Ideology and the Missionary Organization. Building Structure in Managers' Minds. Politics and the Political Organization. Competitive Maneuvering. Who Should Control the Corporation?
8. Managerial Styles.
Artists, Craftsmen, and Technocrats. The Leader's New Work: Building Learning Organizations. Middle Managers to "Do Things Right."
III. CONTEXTS.
9. The Entrepreneurial Context.
The Entrepreneurial Organization. Competitive Strategy in Emerging Industries. How Entrepreneurs Craft Strategies That Work.
10. The Mature Context.
The Machine Organization. Cost Dynamics: Scale and Experience Effects.
11. The Professional Context.
The Professional Organization. Balancing the Professional Service Firm.
12. The Innovation Context.
The Innovative Organization. Managing Innovation: Controlled Chaos.
13. The Diversified Context.
The Diversified Organization. Generic Corporate Strategies. Managing Large Groups in the East and the West. From Competitive Advantage to Corporate Strategy.
14. The International Context.
Global Strategy. . . In a World of Nations? Managing Across Borders: New Organizational Responses.
15. Managing Change.
Beyond Configuration. Convergence and Upheaval. The Crescendo Model of Rejuvenation.
Bibliography for Readings.
Name Index.
Subject Index.
Introduction.
I. STRATEGY.
1. The Strategy Concept.
Strategies for Change. Five P's for Strategy.
2. The Strategist.
The Manager's Job. Good Managers Don't Make Policy Decisions. Strategic Intent.
3. Formulating Strategy.
The Concept of Corporate Strategy. Evaluating Business Strategy. Core Competencies and Strategic Outsourcing.
4. Strategy Analysis.
How Competitive Forces Shape Strategy. Generic Business Strategies. A Guide to Strategic Positioning.
5. Strategy Formation.
Logical Incrementalism: Managing Strategy Formation. Crafting Strategy. The Honda Effect.
II. ORGANIZATION.
6. Dealing with Structure and Systems.
Strategy and Organization Planning. The Structuring of Organizations. New Forms of Organizing. Collaborating to Compete.
7. Dealing with Culture and Power.
Ideology and the Missionary Organization. Building Structure in Managers' Minds. Politics and the Political Organization. Competitive Maneuvering. Who Should Control the Corporation?
8. Managerial Styles.
Artists, Craftsmen, and Technocrats. The Leader's New Work: Building Learning Organizations. Middle Managers to "Do Things Right."
III. CONTEXTS.
9. The Entrepreneurial Context.
The Entrepreneurial Organization. Competitive Strategy in Emerging Industries. How Entrepreneurs Craft Strategies That Work.
10. The Mature Context.
The Machine Organization. Cost Dynamics: Scale and Experience Effects.
11. The Professional Context.
The Professional Organization. Balancing the Professional Service Firm.
12. The Innovation Context.
The Innovative Organization. Managing Innovation: Controlled Chaos.
13. The Diversified Context.
The Diversified Organization. Generic Corporate Strategies. Managing Large Groups in the East and the West. From Competitive Advantage to Corporate Strategy.
14. The International Context.
Global Strategy. . . In a World of Nations? Managing Across Borders: New Organizational Responses.
15. Managing Change.
Beyond Configuration. Convergence and Upheaval. The Crescendo Model of Rejuvenation.
Bibliography for Readings.
Name Index.
Subject Index.