The strategy process: Concepts, contexts, and cases - Hardcover

Quinn, James Brian

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9780138508920: The strategy process: Concepts, contexts, and cases

Hardcover

ISBN 10: 0138508925 ISBN 13: 9780138508920

Publisher: Prentice-Hall, 1988

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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. We have set out to produce a different kind of book in the field of business policy, or, as it is now more popularly called, strategic management. We have tried to provide the reader with a richness of theory, a richness of practice, and a srong basis for linkage between the two. We have 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 believe that in this complex world of organizations a range of concepts is needed to cut through and illuminate particular aspects of that complexity. CHAPTERS INCLUDE: STRATEGY-1)The Strategy Concept 2) The Strategist 3) Formulating Strategy 4) Strategy Analysis 5) Strategy Formation 6) ORGANIZATION-Dealing With Structure and Systems 7) Dealing with Power 8) Dealing with Culture 9) CONTEXT-Achieving Configuration 10) The Entrepreneurial Context 11) The Mature Context 12) The Diversified Context 13) The Innovation Context 14) The Professional Context 15) Managing Transition 16) Thinking Strategically

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From the Back Cover:

We tried to provide the reader with a richness of theory, a richness of practice, and a strong basis for linkage between the two. Presenting published articles and portions of other books in their original form, rather than filtered through our minds and pens, is one way to reinforce this variety. One of our prime intentions in this book is to expose the limitations of conventional theories and to offer alternate explanations that can be superior guides to understanding and taking action in specific contexts.

About the Author:

Henry Mintzberg is Cleghorn Professor of Management Studies at McGill University in Montreal and the winner of awards from the most prestigious academic and practitioner institutions in management (Harvard Business Review, Academy of Management, Association of Management Consulting Firms, and others). He is the author of fifteen books, including Managers Not MBAs, Strategy Safari, The Rise and Fall of Strategic Planning, and Mintzberg on Management, and is a founding partner of www.CoachingOurselves.com. For more information on his activities, visit www.mintzberg.org.

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