The Strategy Process
Concepts, Context and Cases: International Edition
3rd Edition
Published on 4. January 1996
Book
Paperback/Softback
990 pages
978-0-13-455858-5 (ISBN)
Description
This collection of readings is combined with cases from James Brian Quinn. It present an up-to-date look at how actual companies act strategically and the research driving them. While retaining many of the classic cases and articles, this edition includes new organization and strategy concepts to emerge in the last few years: core competency strategies; strategic outsourcing; managing with the new digital technologies; and managing hypercompetition, with 13 new readings and 17 new cases.
More details
Edition
3rd edition
Language
English
Place of publication
United States
Publishing group
Pearson Education (US)
Target group
Professional and scholarly
Dimensions
Height: 252 mm
Width: 205 mm
Thickness: 35 mm
Weight
1744 gr
ISBN-13
978-0-13-455858-5 (9780134558585)
Copyright in bibliographic data is held by Nielsen Book Services Limited or its licensors: all rights reserved.
Schweitzer Classification
Other editions
New editions
Book
10/2002
4th Edition
Pearson
€69.32
Article is exhausted; no reprint
Previous edition
James Brian Quinn | Henry Mintzberg | Robert M. James
Strategy Process: Concepts, Contexts and Cases
Book
08/1987
Longman Higher Education
€27.18
Article exhausted; check for reprint
Content
Acknowledgements.
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.
5. Strategy Formation.
Logical Incrementalism: Managing Strategy Formation. Crafting Strategy. The Honda Effect.
I. CASES.
Edward Marshall Boehm Inc. Genentech, Inc. MacArthur in the Philippines. New Steel Corp. Intel Corporation. Apple Computer, Inc.(A) Apple Computer 1992. Microsoft Corporation (A). E&J Gallo Winery. The IBM 360 Decision: From Triumph to a New Industry. The Transformation of AT&T. Nintendo Co., Ltd. Magnetic Levitation Train. Ford: Team Taurus. Argyle Diamonds.
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. Buidling Structure in Manager's Minds. Politics and the Political Organization. Competitive Maneuvering. Who Should Control the Corporation?
8. Manageerial Styles.
Artists, Craftsmen, and Technocrats. The Leader's New Work: Building Learning Organizations. Middle Managers to "Do Things Right."
II. CASES
The New York Times Company. Matsushita Electric Industrial Company. The Hewlett Packard Company. TCG/Thermo Electron. Microsoft Corporation (B). NovaCare, Inc. Orbital Engine Company. Anderson Consulting (Europe): Entering the Business of Business Integration. Polaroid Corporation. Exxon Corporation 1994. Sony Corporation: Innovation System.
III. CONTEXTS.
9. The Entrepreneurial Context.
The Entrepreneurial Organization. Competitive Strategy in Emerging Issues. 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.
III. CASES.
Sony Entertainment. Vanguard Group, Inc.(A) The Battle for Paramount Communications, Inc. Honda Motor Company 1994. The Pillsbury Company. Cadbury Schweppes, P.L.C. SAS and the European Airline Industry. Peet, Russ, Anderson & Detroit. Nintendo of America. Mountbatten and India.
Case Notes.
Bibliography for Readings.
Subject Index.
Name 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.
5. Strategy Formation.
Logical Incrementalism: Managing Strategy Formation. Crafting Strategy. The Honda Effect.
I. CASES.
Edward Marshall Boehm Inc. Genentech, Inc. MacArthur in the Philippines. New Steel Corp. Intel Corporation. Apple Computer, Inc.(A) Apple Computer 1992. Microsoft Corporation (A). E&J Gallo Winery. The IBM 360 Decision: From Triumph to a New Industry. The Transformation of AT&T. Nintendo Co., Ltd. Magnetic Levitation Train. Ford: Team Taurus. Argyle Diamonds.
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. Buidling Structure in Manager's Minds. Politics and the Political Organization. Competitive Maneuvering. Who Should Control the Corporation?
8. Manageerial Styles.
Artists, Craftsmen, and Technocrats. The Leader's New Work: Building Learning Organizations. Middle Managers to "Do Things Right."
II. CASES
The New York Times Company. Matsushita Electric Industrial Company. The Hewlett Packard Company. TCG/Thermo Electron. Microsoft Corporation (B). NovaCare, Inc. Orbital Engine Company. Anderson Consulting (Europe): Entering the Business of Business Integration. Polaroid Corporation. Exxon Corporation 1994. Sony Corporation: Innovation System.
III. CONTEXTS.
9. The Entrepreneurial Context.
The Entrepreneurial Organization. Competitive Strategy in Emerging Issues. 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.
III. CASES.
Sony Entertainment. Vanguard Group, Inc.(A) The Battle for Paramount Communications, Inc. Honda Motor Company 1994. The Pillsbury Company. Cadbury Schweppes, P.L.C. SAS and the European Airline Industry. Peet, Russ, Anderson & Detroit. Nintendo of America. Mountbatten and India.
Case Notes.
Bibliography for Readings.
Subject Index.
Name Index.