Strategy

Conventional strategic management education is dominated by a strong industry recipe that: limits the number of perspectives presented; uses an overly simplistic step-by-step strategic planning approach; reworks original material into consistent and bite-size pieces of text; and leans heavily towards the authors' own domestic context in terms of the choice of perspectives, theories, examples and cases. De Wit and Meyer's Strategy actively challenges the educational orthodoxy to encourage students to be critical, and to challenge them to be analytical, in order to facilitate creativity and unconventional thinking. In this book, the fundamental differences of opinion within strategic management are not ignored or smoothed over. On the contrary, in this text the authors carefully guide the students through the many, often conflicting, perspectives in the field of strategy, in order to help them become true strategic thinkers.

• Section I: Strategy and Management
1. Introduction: On Strategy and Strategists
• Introduction
• The First Strategists by Stephen Cummings
• Defining the Concept of Strategy by Arnoldo Hax
• Of Strategies, Deliberate and Emergent by Henry Mintzberg & James Waters
• Art or Science of Strategy by Karl von Clausewitz
• The Mind of the Strategist by Kenichi Ohmae
• Are You a Strategist or Just a Manager by Hans Hinterhuber & Wolfgang Popp
• Concluding Remarks to Chapter 1
• References and Suggested Readings
• Section II: The Strategy Process
2. Strategy Process Paradigms: On Plans and Patterns
• Introduction
• The Concept of Corporate Strategy by Kenneth Andrews
• A Descriptive Model of Strategic Management by Thomas Wheelen & David Hunger
• Logical Incrementalism by James Quinn
• Rethinking Incrementalism by Gerry Johnson
• A Discussion on Strategy Process Paradigms by Henry Mintzberg & Igor Ansoff
• References and Suggested Readings
3. Strategy Process Organization: On Procedures and Perspectives
• Introduction
• Managing the Strategy Process by Balaji Chakravarthy & Peter Lorange
• Is Your Planning System Becoming too Rational? by R. T. Lenz & Marjorie Lyles
• Removing the Obstacles to Effective Strategic Planning by Thomas Marx
• Linking Planning and Implementation by L. J. Bourgeois & David Brodwin
• Managing Strategic Change by James Quinn
• Building Learning Organizations by Peter Senge
• References and Suggested Readings
4. Strategy Process Tools: On Plotting and Portfolios
• Introduction
• Creating a Sense of Mission by Andrew Campbell & Sally Yeung
• Macroenvironmental Analysis by Peter Ginter & Jack Duncan
• The Structural Analysis of Industries by Michael Porter
• The Value Chain by Michael Porter
• The 7S Framework by Robert Waterman, Thomas Peters & Julien Philips
• Portfolio Analysis by Charles Hofer & Dan Schendel
• The Evaluation of Business Strategy by Richard Rumelt
• Implementing Strategy by Lawrence Hrebiniak & William Joyce
• Creating a Strategic Control System by Stephen Bungay & Michael Goold
• References and Suggested Readings
• Section III: The Strategy Content
5. Business Level Strategies: On Competition and Capabilities
• Introduction
• Generic Competitive Strategies by Michael Porter
• Time — The Next Source of Competitive Advantage by George Stalk
• Competing on Capabilities by George Stalk, Philip Evans & Lawrence Shulman
• From Innovation to Outpacing by Xavier Gilbert & Paul Strebel
• Strategy as Stretch and Leverage by Gary Hamel & C. K. Prahalad
• How to Link Vision to Core Capabilities by Paul Schoemaker
• References and Suggested Readings
6. Multibusiness Level Strategies: On Cash and Competencies
• Introduction
• Portfolio Planning: Uses and Limits by Philippe Haspeslagh
• From Competitive Advantage to Corporate Strategy by Michael Porter
• From Corporate Strategy to Parenting Advantage by Michael Goold & Andrew Campbell
• The Core Competence of the Corporation by C. K. Prahalad & Gary Hamel
• Adding Value from Corporate Headquarters by Andrew Campbell & Michael Goold
• References and Suggested Readings
7. Multicompany Level Strategies: On Confrontation and Cooperation
• Introduction
• Why Should Firms Cooperate? by Farok Contractor & Peter Lorange
• The Intellectual Holding Company by James Quinn, Thomas Doorley & Penny Paquette
• Collaborate with Your Competitors — and Win by Gary Hamelm Yves Doz & C. K. Prahalad
• The Firm as a Nexus of Treaties by Torger Reve
• Network Positions and Strategic Action by Jan Johanson & Lars-Gunnar Mattsson
• References and Suggested Readings
• Section IV: The Strategy Context
8. The Industry Context: On Compliance and Choice
• Introduction
• The Population Ecology of Organizations by Michael Hannan & John Freeman
• Industry Evolution by Michael Porter
• Selecting Strategies that Exploit Leverage by Milind Lele
• Breakpoints by Paul Stebel
• The Firm Matters, Not the Industry by Charles Baden-Fuller & John Stopford
• References and Suggested Readings
9. The Organizational Context: On Control and Chaos
• Introduction
• The CEO: Leadership in Organizations by Roland Christensen, et al.
• Evolution and Revolution as Organizations Grow by Larry Greiner
• Strategic Typology of Organizations by Raymond Miles, et al.
• The Effective Organization: Forces and Forms by Henry Mintzberg
• The Icarus Paradox by Danny Miller
• Strategy as Order Emerging from Chaos by Ralph Stacey
• References and Suggested Readings
10. The International Context: On Convergence and Countries
• Introduction
• The Globalization of Markets by Theodore Levitt
• Managing in a Borderless World by Kenichi Ohmae
• The Myth of Globalization by Susan Douglas & Yoram Wind
• The Dynamics of Global Competition by C. K. Pralahad & Yves Doz
• Managing Across Borders by Christopher Bartlett & Sumantra Ghoshal
• The Competitive Advantage of Nations by Michael Porter
• References and Suggested Readings
• Section V: Strategy in Europe
11. The European Context: On Subsidiarity and Synergy
• Introduction
• The Economics of European Integration by Michael Emerson, et al.
• European Integration: Myth and realities by John Kay
• The Strategic Implications of European Integration by Herman Daems
• Partnerships in Europe by Yves Doz
• Will Management become European? by Keith Thurley & Hans Wirdenius
• Management Learnings for Europe by Sybren Tijmstra & Kenneth Casler
• References and Suggested Readings
• Section VI: Cases
• Euro Disney by Marc Huygens & Ron Meyer
• A.FC. Ajax by Marc Huyens & Ron Meyer
• The Guns of August by Barbara Tuchman
• The Swatch by Arich Ullmann
• Strategic Planning at Oldelft by Ron Meyer
• Kao Corporation by Sumantra Ghoshal & Charlotte Butler
• The Body Shop International by Andrew Campbell
• Sportis by Max Boisot
• Amstrad PLC by John Hendry
• Canon by Sumantra Ghoshal & Mary Ackenhusen
• Société Générale de Belgique by John Pringle & David Hover
• Corporate Strategy at Grand Metropolitan by David Sadtler & Andrew Campbell
• Chemical Labour Grouping, EEIG by Lluis Renart & Francesco Parés
• Taurus Hungarian Rubber Works by Joseph Wolfe, Gyula Bosnyak & Janos Vecsenyi
• Royal Boskalis Westminster by Ron Meyer
• Cineplex Odeon Corporation by Joseph Wolfe
• Scandinavian Airlines System in 1988 by Sumantra Ghoshal
• Cartier by Sumantra Ghoshal, François-Xavier Huard & Charlotte Butler
• Saatchi & Saatchi Worldwide by Ron Meyer
• Nokia Data by Kamran Kashani & Robert Howard
• Cap Gemini Sogeti by Tom Elfring

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