The Strategy Process: Concepts, Contexts, CasesHardback
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- Paperback $109.99
- Publisher: Prentice-Hall
- Format: Hardback | 1000 pages
- Dimensions: 206mm x 257mm x 41mm | 1,996g
- Publication date: 2 August 2002
- Publication City/Country: Harlow
- ISBN 10: 0130479136
- ISBN 13: 9780130479136
- Edition: 4
- Edition statement: 4th Revised United States ed
- Sales rank: 1,119,599
For graduate level courses in Strategic Management, Business Policy, and Organizational Theory. With the goal of offering students something unique from other texts, this collection of readings, edited by Henry Mintzberg, is combined with cases from Quinn, Lampel, and Ghoshal. Together they present an up-to-date look at how actual companies act strategically and organize themselves. The authors provide the reader with a richness of theory, a richness of practice, and a strong basis for linkage between the two. Combining the case study approach with theory provides the accumulated benefits of many years of careful research and thought about management processes, and emphasizes the authors' belief that in this complex world of organizations a range of concepts is needed to cut through and illuminate particular aspects of that complexity.
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Henry Mintzberg is Cleghorn Professor of Management Studies at McGill University in Montreal, Canada. His research has dealt with issues of general management and organizations, focusing on the nature of managerial work, forms of organizing, and the strategy formation process. Currently, he is completing a book about Developing Managers, not MBAs, and a pamphlet entitled Getting Past Smith and Marx ... Towards a Balanced Society. He is also promoting the development of a family of masters programs for practicing managers. His own teaching activities focus on ad hoc seminars for managers and work with doctoral students. He received his doctorate and master of science degrees from the M.LT. Sloan School of Management and his mechanical engineering degree from McGill, working in between in operational research for the Canadian National Railways. He has recently been named an Officer of the Order of Canada and of l'Ordre Nationale du Quebec and holds honorary degrees from thirteen universities. He also served as President of the Strategic Management Society from 1988 to 1991, and is an elected Fellow of the Royal Society of Canada (the first from a management faculty), the Academy of Management, and the International Academy of Management. He was named Distinguished Scholar for the year 2000 by the Academy of Management. Joseph Lampel is Professor of Strategy at City University Business School, London. He received his doctorate in Strategic Management from McGill University in 1990, and was awarded Best Dissertation Award from the Administrative Science Association of Canada. Following his graduate studies Professor Lampel taught for seven years at the Stern School of Business, New York University. He subsequently moved to the United Kingdom where her held positions at University of St. Andrews and the University of Nottingham. Professor Lampel is the coauthor of The Strategy Safari with Henry Mintzberg and Bruce Ahalstrand. He has published extensively on strategy in management journals, and his articles have also appeared in the Financial Times and Fortune Magazine. James Brian Quinn. Professor Quinn is a recognized authority in the fields of strategic planning, management of technological change, entrepreneurial innovation, and management of intellect and technology in the services sector. He has received both the Academy of Management's prestigious Outstanding Educator Award and its Book of the Year award (for Intelligent Enterprise). Sumantra Ghoshal is Professor of Strategic and International Management at the London Business School. He also serves as the Founding Dean of the Indian School of Business in Hyderabad, of which LBS is a partner, and as a member of The Committee of Overseers of the Harvard Business School. Managing Across Borders: The Transnational Solution, a book he coauthored with Christopher Bartlett, has been listed in the Financial Times as one of the 50 most influential management books and has been translated into nine languages. The Differentiated Network: Organizing the Multinational Corporation for Value Creation, a book he coauthored with Nitin Nohria, won the George Terry Book Award in 1997. The Individualized Corporation, coauthored with Christopher Bartlett, won the Igor Ansoff Award in 1997, and has been translated into seven languages. His last book, Managing Radical Change, won the Management Book of the Year award in India. With doctoral degrees from both the MIT School of Management and the Harvard Business School, Sumantra serves on the editorial boards of several academic journals and has been nominated to the Fellowships at the Academy of Management, the Academy of International Business, and the World Economic Forum.
Back cover copy
"We tried to provide the reader with a richness of theory, a richness of practice, and a strong basis for linkage between the two. We rejected the strictly case study approach, which leaves theory out altogether, or soft-pedals it, and thereby denies the accumulated benefits of many years of careful research and thought about management processes. We also rejected an alternate approach that forces on readers a highly rationalistic model of how the strategy process "should" function. "We collaborated on this book because we believe that in this complex world of organizations a range of concepts is needed to cut through and illuminate particular aspects of that complexity." There is no 'one best way' to create strategy, nor is there 'one best form' of organization. Quite different forms work well in particular contexts. We believe that exploring a full variety systematically will create a deeper and more useful appreciation of the strategy process. In this revised edition, we remain loyal to these beliefs and objectives."
Table of contents
READINGS. 1. Strategies. Reading 1.1 The Five P's for Strategy. Reading 1.2 Strategies for Change. Reading 1.3 What is Strategy? Reading 1.4 Reflecting on the Strategy Process. 2. Strategists. Reading 2.1 The Manager's Job. Reading 2.2 Artists, Craftsmen, and Technocrats. Reading 2.3 Good Managers Don't Make Policy Decisions. Reading 2.4 The Leader's New Work Building Learning Organizations. Reading 2.5 In Praise of Middle Managers. 3. Formulating Strategy. Reading 3.1 Formulating Strategy. Reading 3.2 Evaluating Business Strategy. Reading 3.3 Strategic Intent/Harvard. 4. Analyzing Strategy. Reading 4.1 How Competitive Forces Shape Strategy. Reading 4.2 Looking Inside Competitive Advantage. Reading 4.3 Sustaining Superior Performance. Reading 4.3 Competitive Maneuvering. Reading 4.4 Generic Strategies. Reading 4.5 A Guide to Strategic Positioning. 5. Strategy Formation. Reading 5.1 Crafting Strategy. Reading 5.2 Strategy as Strategic Decision Making. Reading 5.3 The Honda Effect. Reading 5.4 Learning from Honda. 6. Strategic Change. Reading 6.1 Transforming Organizations. Reading 6.2 Convergence and Upheaval. Reading 6.3 Logical Incrementalism. Reading 6.4 The Crescendo Model of Rejuvenation. 7. Cognition. Reading 7.1 When it Comes to Real Change. Reading 7.2 Strategy as Cognition. 8. Organization. Reading 8.1 The Structuring of Organizations. Reading 8.2 Strategy and Organization Planning. Reading 8.3 The Design of New Organizational Forms. 9. Technology. Reading 9.1 Customizing Customization. Reading 9.2 Avoiding the Pitfalls of Emerging Technology. 10. Collaboration. Reading 10.1 Collaborating to Compete. Reading 10.2 Why Create Alliances. Reading 10.3 Creating Knowledge through Collaboration. 11. Globalization. Reading 11.1 Managing Across Borders. Reading 11.2 Global Strategy in a World of Nations? Reading 11.3 Seven Myths Regarding Global Strategies. 12. Values. Reading 12.1 New Values, Morality, and Strategic Ethics. Reading 12.2 Leadership in Administration. Reading 12.3 A New Manifesto for Management. 13. Managing Start-Ups. Reading 13.1 The Entrepreneurial Organization. Reading 13.2 Competitive Strategy in Emerging Industries. Reading 13.3 How Entrepreneurs Craft Strategies That Work. 14. Managing Maturity. Reading 14.1 The Machine Organization. Reading 14.2 Cost Dynamics. Reading 14.3 Innovation in Bureaucracy. Reading 14.4 New Competitive Strategies. 15. Managing Experts. Reading 15.1 The Professional Organization. Reading 15.2 Managing Expertise. Reading 15.3 Balancing the Professional Service Firm. Reading 15.4 Covert Leadership. 16. Managing Innovation. Reading 16.1 The Innovative Organization. Reading 16.2 Managing in the Whitespace. Reading 16.3 Anticipating the Cellular Form. Reading 16.4 The Core Competencies of Project-Based Firms. 17. Managing Diversity. Reading 17.1 The Diversified Organization. Reading 17.2 Managing Large Groups in the East and West. Reading 17.3 From Competitive Advantage to Corporate Strategy. 18. Managing Otherwise. Reading 18.1 Beyond Configuration. Reading 18.2 Disposable Organization. Reading 18.3 Strategy Innovation and the Quest for Value. Reading 18.4 How We Went Digital without a Strategy. Reading 18.5 Managing Quietly. CASES. Case 1. Robin Hood. Case 2: Astral Records, Ltd., North America. Case 3: MacArthur and the Philippines Case 4: Rudi Gassner and the Executive Committee of BMG International. Case 5: Arista Records Case 6: Algodonera Del Plata Case 7: HBO Case 8: IMPSAT Case 9: Canon: Competing on Capabilities Case 10: MP3.COM Case 11: WFNX-101.7FM and Boston's Radio Wars Case 12: Beijing Mirror Corporation Case 13: Lufthansa 2000. Case 14: London Free Press Case-Strategic Change 15: NBC Case 16: LVMH: Taking the Western Art de Vivre to the World Case 17: Kami Corporation Case 18: Strategic Planning at the New York Botanical Garden. Case 19: Napoleon Bonaparte: Victim of an Inferior Strategy? Case 20: Honda Motor Company 1994 Case 21: The Acer Group: Building an Asian Multinational. Case 22: AmBev: The Making of a Brazilian Giant. Case 23: Wipro Corporation Case 24: TV Asahi Theatrical Productions Case 25: Selkirk Group in Asia Case 26: Sportsmake: A Crisis of Succession Case 27: S.A. Chupa Chups Case 28: Mountbatten and India Case 29: Saatchi & Saatchi Case 30: McKinsey & Company: Managing Knowledge and Learning Case 31: Sony Regeneration. Case 32: Reorganization at Axion Consulting (A) Case 33: Reorganization at Axion Consulting (B) Case 34: Empire Plastics Case 35: Kao Corporation Case 36: Unipart Group of Companies Case 37: Workbrain Case 38: Warner Brothers Case 39: Intel Case 40: The National Bicycle Industrial Company Case 41: Novacare Case 42: Lechabile: IT as a People Business Case 43: Phil Chan Case 44: Natura Case 45: A Restaurant with a Difference.