'There are two people, and only two, whose ideas must be taught to every MBA in the world: Michael Porter and Henry Mintzberg.' – Forbes Magazine
The Strategy Process is a truly original and authoritative strategy textbook. The author team of Mintzberg, Lampel, Quinn and Ghoshal introduce a richness of theory and practice into this text, offering an ideal introduction for those who want to develop a deep understanding of strategy.
Now into its fifth edition, this text does not shy away from the complexity of strategy but rather seeks to illuminate where it can and encourage debate and reflection at every turn. It shows that strategy is intimately connected with organizational politics and individual management styles, and is firmly grounded in the real world rather than pushing pure theory.
As well as offering a comprehensive overview of the huge body of academic knowledge in this area, The Strategy Process encourages a practical perspective through 36 substantial case studies. From modern multinationals to the battlefields of 19th century Europe, this book shows that strategy is everywhere, and understanding it is essential.
About the Authors
Joseph Lampel is Professor of Strategy at Cass Business School, City University London. He has published extensively on management and strategy in books and journals.
Henry Mintzberg is Cleghorn Professor of Management Studies at McGill University in Montreal, Canada. He is a world-renowned authority on strategy and has authored or co-authored more than 15 books on the subject.
James Brian Quinn was a recognised authority in the fields of strategic planning, management of technological change, entrepreneurial innovation, and management of intellect and technology in the services sector.
Sumantra Ghoshal was Professor of Strategic and International Management at the London Business School. He also served as the Founding Dean of the Indian School of Business in Hyderabad and as a member of The Committee of Overseers of Harvard Business School.
Geef uw waardering
3. Formulating Strategy
4. Analyzing Strategy
5. Strategy Formation
Section 2 - Forces
6. Strategic Change
Section 3 - Contexts
13. Managing Start-Ups
14. Managing Maturity
15. Managing Experts
16. Managing Innovation
17. Managing Diversity
18. Managing Otherwise
1 Robin Hood
2 Napoleon Bonaparte: victim of an inferior strategy?
5 Procter & Gamble
7 Barbie vs Bratz
8 The European Airline Industry: Lufthansa in 2003
9 Cadbury Schweppes
10 Airbus versus Boeing: superjumbo and super risks
11 The casino industry
12 Managing European wealth
13 A note on the US wine industry 2007
14 Warner Brothers
15 The making of the iPod
16 Arnold Schwarzenegger (A): strategy or sheer willpower?
17 Novomed loses a client
18 Whisky Exchange
19 Outset Contemporary Art Fund (A)
20 Johnson & Johnson
22 Nintendo: fighting the video game console wars
23 Wipro Consulting Services in 2008: building an optimal global configuration in business and IT consulting industry
24 Tiscali UK: The rocky road to offshoring
26 Natura: the magic behind Brazil’s most admired company
27 Arista Records
29 Building emotional energy for renewal: Nissan
30 Even a clown can do it: Cirque du Soleil recreates live entertainment
31 A restaurant with a difference
32 Managing performance at Haier (A)
33 Sportsmake: a crisis of succession
34 Reorganization at Axion consulting (A)
35 Reorganization at Axion consulting (B)
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