Strategy Process
Collegiate Edition, The
Published on 1. January 1994
Book
Hardback
595 pages
978-0-13-556557-5 (ISBN)
Description
For Strategic Management and Business Policy courses for the undergraduate.
John Voyer joins the already winning combination of Mintzberg and Quinn for this new version of the book that teaches "how strategies really form". This text will provide the most balanced and easily accessible coverage of the various schools of thought in strategy. The authors have strengthened the "formulation" material while keeping the already thorough coverage of "formation" material intact.
John Voyer joins the already winning combination of Mintzberg and Quinn for this new version of the book that teaches "how strategies really form". This text will provide the most balanced and easily accessible coverage of the various schools of thought in strategy. The authors have strengthened the "formulation" material while keeping the already thorough coverage of "formation" material intact.
More details
Language
English
Place of publication
United States
Publishing group
Pearson Education (US)
Target group
Professional and scholarly
Dimensions
Height: 263 mm
Width: 210 mm
Thickness: 30 mm
Weight
1350 gr
ISBN-13
978-0-13-556557-5 (9780135565575)
Copyright in bibliographic data is held by Nielsen Book Services Limited or its licensors: all rights reserved.
Schweitzer Classification
Content
Introduction.
I. STRATEGY.
1. The Strategy Concept.
Strategies for Change, Quinn. Five Ps for Strategy, Mintzberg.
2. The Strategist.
The Manager's Job: Folklore and Fact, Mintzberg. Good Managers Don't Make Policy Decisions, Wrapp.
3. Strategy Design and Planning.
The Concept of Corporate Strategy, Andrews. The Evaluation of Business Strategy, Rumelt.
4. Business Level Strategy Analysis.
How Competitive Forces Shape Strategy, Porter. Generic Strategies for Locating and Distinguishing the Core Business, Mintzberg.
5. Strategy Formation.
The Honda Effect, Pascale. Crafting Strategy, Mintzberg. Managing Strategy Formation: Logical Incrementalism, Quinn and Voyer.
II. FOUNDATIONS OF STRATEGY FORMATION.
6. Structure and Systems.
The 7-S Framework, Robert H. Waterman, Jr., Thomas J. Peters, and Julian R. Phillips. Structures, Forces and Forms in Effective Organizations, Mintzberg.
7. Organizational Culture and Strategy.
Ideology and the Missionary Organization, Mintzberg. Organizational Culture: "Getting a Fix" on an Elusive Concept, W. Jack Duncan.
8. Power and Politics.
The Institutional Function of Management, Jeffrey Pfeffer. Who Should Control the Corporation?, Mintzberg.
III. STRATEGY PROCESSES IN CONTEXT.
9. Structure and Strategy in Entrepreneurial Organizations.
The Entrepreneurial Organization, Mintzberg. Competitive Strategy in Emerging Industries, Michael E. Porter. Competitive Strategy in Fragmented Industries, Michael E. Porter. A Reexamination of the Niche Concept, Arnold C. Cooper, Gary E. Willard, Carolyn Y. Woo.
10. Structure and Strategy in Mature Organizations.
The Machine Organization, Mintzberg. The Transition to Industry Maturity, Porter.
11. Structure and Strategy in Professional and Innovative Organizations.
The Professional Organization, Mintzberg. The Innovative Organization, Mintzberg. Managing Innovation: Controlled Chaos, Quinn.
12. Corporate-Level Strategy and Structure.
Generic Strategies for Elaborating, Extending and Reconceiving the Core Business, Mintzberg. The Diversified Organization, Mintzberg. From Competitive Advantage to Corporate Strategy, Porter.
13. Global Strategy and Structure.
Global Strategy . . . In a World of Nations?, George S. Yip. The Global Logic of Strategic Alliances, Kenichi Ohmae.
14. Managing Change.
Convergence and Upheaval: Managing the Unsteady Pace of Organizatioal Evolution, Michael L. Tushman, Illiam H. Newman, and Elaine Romanelli. Responding to Crisis, William H. Starbuck, Arent Greve, and Bo L. T. Hedberg. Designing Turnaround Strategies, Charles W. Hofer.
15. Thinking Strategically.
Strategy Follows Structure: Developing Distinctive Skills, Thomas J. Peters. Myth of the Well-Educated Manager, J. Sterling Livingston.
IV. CASES.
Edward Marshall Boehm. E&J Gallo Winery. General Mills, Inc. IBM (A): The System/360 Decision. Sony Corporation. New! W.L. Gore and Associates. New! National Westminster Bank, U.S.A. Peet, Russ, Anderson and Detroit. New! Microsoft Corporation. New!The Boston YWCA: 1991. New! Cadbury Schweppes, PLC. Zayre Corporation.
Case Notes.
Bibliography.
Indexes.
I. STRATEGY.
1. The Strategy Concept.
Strategies for Change, Quinn. Five Ps for Strategy, Mintzberg.
2. The Strategist.
The Manager's Job: Folklore and Fact, Mintzberg. Good Managers Don't Make Policy Decisions, Wrapp.
3. Strategy Design and Planning.
The Concept of Corporate Strategy, Andrews. The Evaluation of Business Strategy, Rumelt.
4. Business Level Strategy Analysis.
How Competitive Forces Shape Strategy, Porter. Generic Strategies for Locating and Distinguishing the Core Business, Mintzberg.
5. Strategy Formation.
The Honda Effect, Pascale. Crafting Strategy, Mintzberg. Managing Strategy Formation: Logical Incrementalism, Quinn and Voyer.
II. FOUNDATIONS OF STRATEGY FORMATION.
6. Structure and Systems.
The 7-S Framework, Robert H. Waterman, Jr., Thomas J. Peters, and Julian R. Phillips. Structures, Forces and Forms in Effective Organizations, Mintzberg.
7. Organizational Culture and Strategy.
Ideology and the Missionary Organization, Mintzberg. Organizational Culture: "Getting a Fix" on an Elusive Concept, W. Jack Duncan.
8. Power and Politics.
The Institutional Function of Management, Jeffrey Pfeffer. Who Should Control the Corporation?, Mintzberg.
III. STRATEGY PROCESSES IN CONTEXT.
9. Structure and Strategy in Entrepreneurial Organizations.
The Entrepreneurial Organization, Mintzberg. Competitive Strategy in Emerging Industries, Michael E. Porter. Competitive Strategy in Fragmented Industries, Michael E. Porter. A Reexamination of the Niche Concept, Arnold C. Cooper, Gary E. Willard, Carolyn Y. Woo.
10. Structure and Strategy in Mature Organizations.
The Machine Organization, Mintzberg. The Transition to Industry Maturity, Porter.
11. Structure and Strategy in Professional and Innovative Organizations.
The Professional Organization, Mintzberg. The Innovative Organization, Mintzberg. Managing Innovation: Controlled Chaos, Quinn.
12. Corporate-Level Strategy and Structure.
Generic Strategies for Elaborating, Extending and Reconceiving the Core Business, Mintzberg. The Diversified Organization, Mintzberg. From Competitive Advantage to Corporate Strategy, Porter.
13. Global Strategy and Structure.
Global Strategy . . . In a World of Nations?, George S. Yip. The Global Logic of Strategic Alliances, Kenichi Ohmae.
14. Managing Change.
Convergence and Upheaval: Managing the Unsteady Pace of Organizatioal Evolution, Michael L. Tushman, Illiam H. Newman, and Elaine Romanelli. Responding to Crisis, William H. Starbuck, Arent Greve, and Bo L. T. Hedberg. Designing Turnaround Strategies, Charles W. Hofer.
15. Thinking Strategically.
Strategy Follows Structure: Developing Distinctive Skills, Thomas J. Peters. Myth of the Well-Educated Manager, J. Sterling Livingston.
IV. CASES.
Edward Marshall Boehm. E&J Gallo Winery. General Mills, Inc. IBM (A): The System/360 Decision. Sony Corporation. New! W.L. Gore and Associates. New! National Westminster Bank, U.S.A. Peet, Russ, Anderson and Detroit. New! Microsoft Corporation. New!The Boston YWCA: 1991. New! Cadbury Schweppes, PLC. Zayre Corporation.
Case Notes.
Bibliography.
Indexes.