Provides an important perspective on the subject of strategy. Posits that not many top managers would wish to be …

States the big problem with strategy is the fragmentation — leading to many differing schools of thought, which leads … of strategy and economics except the model proposed by Michael Porter in the 1970s/1980s. Argues competitive strategy is …

underlying strategy, with the anticipated source of value, using figures to emphasize key points. Concludes this is a useful … overview of acquisitions in the business strategy unit.  …

strategy.  …

’. Goes on to discuss strategy in depth and how it came about in, roughly, 1958. Makes graphic use of a timeline (from 1945 to … the 1990s), to add to explanations. Describes strategy as, perhaps, the philosopher's stone of management. Picks out some …

valuable resource, the strategy‐structure‐systems model appears static and mechanistic ‐ needing to be replaced with one that …, not strategy, is the way to tap into the imagination and energy necessary to achieve competitive advantage. Highlights …

Argues that the process of deciding on strategy is influenced by three interdependent factors: organizational style …

Provides a good illustration of the disparate strands of thinking on the subject of strategy. Highlights and discusses … the descriptive schools: strategy as vision; strategy as thinking; strategy as learning; strategy as politics and power …; strategy as culture and ideology; strategy as imposed from outside; and last, but not least, strategy as defined by time, place …

Aims to promote the clear strategic thinking from which it is believed effective strategy arises. Discusses the … approach of Harvard Business School's Michael Porter to business strategy and industrial economics. States the aims of a firm …'s strategy are to decide its goals and the means by which they can be achieved. Considers that managers need to consider whether …