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Strategy Safari: The Complete Guide Through the Wilds of Strategic Management

Strategy Safari: The Complete Guide Through the Wilds of Strategic Management

Paperback

By (author) Henry Mintzberg, By (author) Bruce W. Ahlstrand, By (author) Joseph B. Lampel

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  • Publisher: FINANCIAL TIMES PRENTICE HALL
  • Format: Paperback | 464 pages
  • Dimensions: 154mm x 228mm x 28mm | 699g
  • Publication date: 20 November 2008
  • Publication City/Country: Harlow
  • ISBN 10: 0273719580
  • ISBN 13: 9780273719588
  • Edition: 2, Revised
  • Edition statement: 2nd Revised edition
  • Sales rank: 60,691

Product description

"Henry Mintzberg's views are a breath of fresh air which can only encourage the good guys." The Observer "My favourite management book of the last 25 years? No contest. The Rise & Fall of Strategic Planning." Tom Peters, managment guru Strategy is the most prestigious but also the most confusing part of business. Managers are constantly bombarded with new jargon and the latest fads promising the magic bullet for every strategic problem. The world of strategy can seem to be an impenetrable jungle. Strategy Safari presents a powerful antidote to the dilemma of needing to know about strategy and yet not being able to find any comprehensible guidelines. This revised edition is a comprehensive, colourful and illuminating tour through the wilds of strategic management. In this provocative, jargon-free and extremely readable guide, top strategy authors Mintzberg, Ahlstrand & Lampel clearly set out and critique each of the ten major schools of strategic management thinking to help you grasp what you really need to know. Take the strategy safari -- your business will thank you for it.

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Author information

"Henry Mintzberg is perhaps the world's premier management thinker" a Carlsberg-style endorsement of the author from Tom Peters, management guru Henry Mintzberg is one of today's best-known and most controversial management thinkers. Currently Cleghorn Professor of Management Studies at McGill University in Montreal, he is always interesting and usually controversial and holds the management and strategy communities in thrall. He claims to spend his public life dealing with organizations, and his private life escaping from them. Bruce Ahlstrand likes to prospect for strategy gems in unlikely places - from the game of Texas Hold'em to the Greek tragedies. He has a D.Phil. from Oxford University and a M.Sc. from the London School of Economics. Bruce is the author is currently a professor of management at Trent University in Ontario, Canada. Joe Lampel began his career believing that strategy is the answer, but has recently concluded that it may be the answer to the wrong question. He first began to suspect this terrible truth during the long journey that produced the first edition of Strategy Safari. Further research, and numerous publications in journals that are well received in polite academic society, only served to confirm this belief. Joe was awarded a PhD in management by McGill University for good

Review quote

"Mintzberg is one of the best guides for an analysis of strategy and this book is the perfect starting point for someone interested in understanding more about it." - Director Magazine, January 2009 (readership 173,000)

Table of contents

Contents Acknowledgements / ix Embarkation / xi 1 'And over here, ladies and gentlemen: the strategic management beast Why ten? A field review Five Ps for strategy Strategies for better and for worse Strategic management as an academic discipline 2 The design school: strategy formation as a process of conception Origins of the design school The basic design school model Premises of the design school Critique of the design school The design school: contexts and contributions 3 The planning school: strategy formation as a formal process The basic strategic planning model Sorting out the hierarchies Premises of the planning school Some more recent developments Planning's unplanned troubles The fallacies of strategic planning The context and contribution of the planning school 4 The positioning school: strategy formation as an analytical process Enter Porter Premises of the positioning school The first wave: origins in the military maxims The second wave: the search for consulting imperatives The third wave: the development of empirical propositions Critique of the positioning school Contribution and context of the positioning school 5 The entrepreneurial school: strategy formation as a visionary process Origins in economics The literature of the entrepreneurial school Visionary leadership Premises of the entrepreneurial school Contribution, critique, and context of the entrepreneurial school 6 The cognitive school: strategy formation as a mental process Cognition as confusion Cognition as information processing Cognition as mapping Cognition as concept attainment Cognition as construction Premises of the cognitive school Critique, contribution, and the context of the cognitive school 7 The learning school: strategy formation as an emergent process Formation vs formulation Emergence of a learning model New directions for the learning school From organizational learning to the learning organization Critique of the learning school Contribution and context of the learning school 8 The power school: strategy formation as a process of negotiation Micro power Upper echelons theory: strategic management at the top Macro power Conclusion 9 The cultural school: strategy formation as a collective process The nature of culture Premises of the cultural school Culture and strategy The Swedish wing of the cultural school Resources as the basis of competitive advantage Critique, contribution and context of the cultural school 10 The environmental school: strategy formation as a reactive process Premises of the environmental school The contingency view The population ecology view Institutional pressures to conform Critique, contribution, and context of the environmental school 11 The configuration school: strategy formation as a process of transformation &nbsonfiguration and transformation Splitters and lumpers Premises of the configuration school Researching configuration Transforming organizations Critique, context, and contribution of the configuration school 12 'Hang on, ladies and gentlemen, you have yet to meet the whole beast Of tails and tusks, plans and patterns Taming the wilds of strategic management Toward seeing the whole beast The hunt for strategic management References Index