Summary
Contents
Subject index
Presenting a major retrospective and prospective overview of strategy, this Handbook is an important benchmark volume for management scholars worldwide. The Handbook frames, assesses and synthesizes the work in the field. Chapters are grouped under four specific areas of strategy and management: Mapping a Terrain; Thinking and Acting Strategically; Changing Contexts; and Looking Forward. Within these parts, leading international scholars provide historical overviews of the key themes, address the central approaches which have characterized these themes, critically assess the quality of current theory and knowledge, and set out agendas for future theoretical and empirical development.
Strategy Process: Forming, Implementing and Changing Strategies
Strategy Process: Forming, Implementing and Changing Strategies
Strategy process research attempts to address the very difficult question of how strategies are formed, implemented and changed. Embedded in this work is the assumption that managers aspire to, and firms realize, something that can be called a strategy. What constitutes an effective strategy is addressed in the work of ‘strategy content’ researchers (reported elsewhere in this book). Content research describes attractive destinations, but without explaining how to get there. The getting there, the journey, is the task of strategy process researchers. Unfortunately, in their preoccupation with the journey, process researchers too often lose track of the destination, the strategy outcome. Thus despite the voluminous writings on strategy process (see Chakravarthy and ...
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