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The Strategy Process: Concepts, Context, Cases (4th Edition), by Henry Mintzberg, Joseph B. Lampel, James Brian Quinn, Sumantra Ghoshal
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This collection of readings, edited by Henry Mintzberg, is combined with cases from James Brian Quinn. Together they present an up–to–date look at how actual companies act strategically and the research driving them. Strategies. Strategists. Formulating Strategy. Analyzing Strategy. Strategy Formation. Strategic Change. Cognition. Organization. Technology. Collaboration. Globalization. Values. Managing Start-Up. Managing Maturity. Managing Experts. Managing Innovation. Managing Diversity. Managing Otherwise.
- Sales Rank: #544153 in Books
- Published on: 2002-08-12
- Original language: English
- Number of items: 1
- Dimensions: 10.30" h x 1.52" w x 8.36" l, 4.33 pounds
- Binding: Hardcover
- 489 pages
From the Publisher
This collection of readings, edited by Henry Mintzberg, is combined with cases from James Brian Quinn. Together they present an up–to–date look at how actual companies act strategically and the research driving them.
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. We 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 also rejected an alternate approach that forces on readers a highly rationalistic model of how the strategy process should function. We collaborated on this book because 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.
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. In this revised edition, we remain loyal to these beliefs and objectives."
About the Author
Henry Mintzberg is Cleghorn Professor of Management Studies at McGill University in Montreal, Canada. His research has dealt with issues of general management and organizations, focusing on the nature of managerial work, forms of organizing, and the strategy formation process. Currently, he is completing a book about Developing Managers, not MBAs, and a pamphlet entitled Getting Past Smith and Marx . . . Towards a Balanced Society. He is also promoting the development of a family of masters programs for practicing managers. His own teaching activities focus on ad hoc seminars for managers and work with doctoral students.
He received his doctorate and master of science degrees from the M.LT. Sloan School of Management and his mechanical engineering degree from McGill, working in between in operational research for the Canadian National Railways. He has recently been named an Officer of the Order of Canada and of l'Ordre Nationale du Quebec and holds honorary degrees from thirteen universities. He also served as President of the Strategic Management Society from 1988 to 1991, and is an elected Fellow of the Royal Society of Canada (the first from a management faculty), the Academy of Management, and the International Academy of Management. He was named Distinguished Scholar for the year 2000 by the Academy of Management.
Joseph Lampel is Professor of Strategy at City University Business School, London. He received his doctorate in Strategic Management from McGill University in 1990, and was awarded Best Dissertation Award from the Administrative Science Association of Canada. Following his graduate studies Professor Lampel taught for seven years at the Stern School of Business, New York University. He subsequently moved to the United Kingdom where her held positions at University of St. Andrews and the University of Nottingham. Professor Lampel is the coauthor of The Strategy Safari with Henry Mintzberg and Bruce Ahalstrand. He has published extensively on strategy in management journals, and his articles have also appeared in the Financial Times and Fortune Magazine.
James Brian Quinn. Professor Quinn is a recognized authority in the fields of strategic planning, management of technological change, entrepreneurial innovation, and management of intellect and technology in the services sector. He has received both the Academy of Management's prestigious Outstanding Educator Award and its Book of the Year award (for Intelligent Enterprise).
Sumantra Ghoshal is Professor of Strategic and International Management at the London Business School. He also serves as the Founding Dean of the Indian School of Business in Hyderabad, of which LBS is a partner, and as a member of The Committee of Overseers of the Harvard Business School. Managing Across Borders: The Transnational Solution, a book he coauthored with Christopher Bartlett, has been listed in the Financial Times as one of the 50 most influential management books and has been translated into nine languages. The Differentiated Network: Organizing the Multinational Corporation for Value Creation, a book he coauthored with Nitin Nohria, won the George Terry Book Award in 1997. The Individualized Corporation, coauthored with Christopher Bartlett, won the Igor Ansoff Award in 1997, and has been translated into seven languages. His last book, Managing Radical Change, won the Management Book of the Year award in India. With doctoral degrees from both the MIT School of Management and the Harvard Business School, Sumantra serves on the editorial boards of several academic journals and has been nominated to the Fellowships at the Academy of Management, the Academy of International Business, and the World Economic Forum.
Most helpful customer reviews
9 of 10 people found the following review helpful.
The Strategy Process
By Elijah Chingosho
The authors of "The Strategy Process..", produced a high quality textbook on strategic planning and management. The authors show the complexity of the subject and the need for managers to exercise caution in using prescriptive systems in the highly dynamic, uncertain and complex operating environment. The book avoids taking a simplistic view to the subject but take a realistic approach of presenting various approaches that managers can use depending on their peculiar circumstances. Having grasped the various concepts, leaders of organisations can then use their judgement to come up with appropriate decisions and actions. The book focuses on developing the ability of managers to make informed judgements based on analysis, synthesis, experience and intuition and harnessing the collective skills and expertise of their organisations.
The book shows how strategy formulation and implementation are intimately intertwined as complex interactive processes in which politics, values and organisational cultures and management styles determine or constrain particular strategic decisions.
Top managers have to make judgements on various unknown and difficult to predict factors and integrate external considerations about technologies, limited resources, competitions, markets, societal attitudes, cultural differences, government regulations and environmental issues. Internally, they have to make judgements on organisational structures, systems, staff, physical resources, existing and potential power bases and bureaucracies.
The chief executive officer has the challenging task of mediating between the various aspects of the internal and external environment and exercises his skills, judicious exercise of power and often make highly qualitative (rather than quantitative) choices from a wide range of possible options.
The book will enable the reader to understand the wide range of issues involved in strategy.
The book has a wide range of cases and articles that give the reader the opportunity to develop and exercise judgements on strategic issues. Although experience is the best teacher, these case studies and articles shorten the training time of managers. The cases cover a wide range of issues and perspectives. The reader can practice their judgement that should develop an awareness of the complex and subtle issues typical in the business world. The cases should highlight the limitations and the reasoning behind various theories and the limitations of standard answers based on conventional wisdom.
The book is recommended reading for those seeking a more in-depth insight into both the theory and practice of strategic management. For students embarking on advanced strategic planning, say at MBA or doctoral level, this is required reading and important reference material.
1 of 1 people found the following review helpful.
great strategy process manual
By A123
This book is really a manual of strategies and strategy process. It has lots of cases and articles that give the readers the opportunity to understand different strategic issues arising in different companies.
The book is recommended reading for MBA students and also in many business schools. It is excellent reading for those readers who are looking for more detailed information of strategy process, theory and planning.
6 of 10 people found the following review helpful.
decent book
By A Customer
This book is an ok book. The cases are very interesting and they were the best part of the book. The readings in the first half of the book were random at times and generally not that good. Mintzberg has a great grasp of the concepts, but the book does not do well at conveying them.
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