The Strategy Process ^{2nd Ed.}

This first European Edition of Henry Mintzberg and James Brian Quinn's The Strategy Process brings to the best-selling team Sumantra Ghoshal of INSEAD and London Business School. Professor Ghoshal is well-known for his incisive articles on strategy and international business, and for his award-winning cases on European companies.

All of these talents are combined in this European Edition, where the basic outline of previous editions is maintained, but a great many components have been replaced and revised to make the book more relevant to the European audience. The majority of the cases are new, and are European, and new readings have been selected to include new ideas and new Europe-based authors.

The Strategy Process: European Edition features:

• 18 of the 20 new cases in this edition feature European companies, including Benetton, Philips, Body Shop International and Cartier.
• 10 new and revised readings
• New chapter on the international context
• Maintains bestselling outline and structure of previous editions

• Section One: Strategy
1. The Strategy Concept
• Strategies for Change, James Brian Quinn
• Five P's for Strategy, Henry Mintzberg
2. The Strategist
• The Manager's Job: Folklore and Fact, Henry Mintzberg
• Strategic Intent, Gary Hamel and C. K. Prahalad
• The Leader's New Work: Building Learning Organizations, Peter M. Senge
3. Strategy Formulation
• The Concept of Corporate Strategy, Kenneth R. Andrews
• How Competitive Forces Shape Strategy, Michael E. Porter
• Generic Business Strategies, Henry Mintzberg
• The Core Competence of the Corporation, C. K. Prahalad and Gary Hamel
• Evaluating Business Strategy, Richard P. Rumelt
4. Strategy Formation
• Strategic Change: 'Logical Incrementalism', James Brian Quinn
• Crafting Strategy, Henry Mintzberg
• The Honda Effect, Richard T. Pascale
• Section One Cases
• Robin Hood
• The European Truck Industry in 1990
• DAF in 1991
• Note on the Spanish Banking Industry
• BSN Group — Europe 1991
• Benetton S.p.A.
• Canon: Competing on Capabilities
• IBM (A): the System/360 Decision
• The Honda Motor Company
• Sony in Poland
• Section Two: Organization
5. Dealing with Structure and Systems
• The 7-S Framework, Robert H. Waterman Jr, Thomas J. Peters and Julien R. Philips
• The Intellectual Holding Company: Structuring around Core Activities, James Brian Quinn, Thomas I. Doorley and Penny C. Paquette
• The Structuring of Organizations, Henry Mintzberg
6. Dealing with Culture and Power
• Ideology and the Missionary Organization, Henry Mintzberg
• Matrix Management: Not a Structure, a Frame of Mind, Christopher A. Bartlett and Sumantra Goshal
• Politics and the Political Organization, Henry Mintzberg
• Who Should Control the Corporation? Henry Mintzberg
• Section Two Cases
• The Philips Group
• Matsushita Electric Industrial Co. Ltd. (MEI)
• The Body Shop International
• ISS International Service Systems A/S
• Polaroid Corporation
• Should Banco Popular be Canonized?
• Kao Corporation
• Section Three: Context
7. The Entrepreneurial Context
• The Entrepreneurial Organization, Henry Mintzberg
• Competitive Strategy in Emerging Industries, Michael E. Porter
8. The Mature Context
• The Machine Organization, Henry Mintzberg
• The Transition to Industry Maturity, Michael E. Porter
9. The Diversified Context
• The Diversified Organization, Henry Mintzberg
• Generic Corporate Strategies, Henry Mintzberg
• The Product Portfolio, Bruce D. Henderson
• From Competitive Advantage to Corporate Strategy, Michael E. Porter
10. The Professional Context
• The Professional Organization, Henry Mintzberg
• Balancing the Professional Service Firm, David H. Maister
11. The Innovation Context
• The Innovative Organization, Henry Mintzberg
• Managing Innovation: Controlled Chaos, James Brian Quinn
12. The International Context
• Global Strategy… in a World of Nations? George S. Yip
• Managing across Borders: New Organizational Responses, Christopher A. Bartlett and Sumantra Ghoshal
13. The Context of Change
• Beyond Configuration: Forces and Forms in Effective Organizations, Henry Mintzberg
• The Crescendo Model of Rejuvenation, Charles Baden-Fuller and John M. Stopford
• Section Three Cases
• Cartier: A Legend of Luxury
• Richardson Sheffield
• Saatchi and Saatchi PLC
• Andersen Consulting (Europe)
• Pilkington Brothers PLC
• Procter & Gamble Europe
• Vizir Launch
• Electrolux: The Acquisition and Integration of Zanussi
• Scandinavian Airlines System (SAS) in 1988
• Daimler-Benz Holding: Restructuring and Cultural Change
• Case Notes
• Bibliography for Readings

Primarily a lot of worked case studies. Yes, there is some text framing all the case studies, but you'll find it better presented elsewhere and also in more depth. The case studies are really nice, though.