图书简介
This collection of readings, representing the historical evolution of the subject of strategic management, covers two volumes. The first provides an introduction to the roots of modern thought and proceeds to dissect more recent contributions into four schools. The discussion on the first two of these, the Planning and Practice school and the Learning school, are contained in volume one. Discussions on the latter two, the Positioning school and the Resource-Based school, are featured in volume two. It is essential that the two volumes are read in conjunction as the study is continuous and the dissection made for purely printing purposes.
Contents: Volume I: The Planning and Practice School: Chapter XVII: conclusion, Chester I. Barnard; The concept of corporate strategy, Kenneth R. Andrews; Concept of strategy, H. Igor Ansoff; A conceptual and operational model of corporate planning, George A. Steiner; Impact of strategic planning on profit performance, Sidney Schoeffler, Robert D. Buzzell and Donald F. Heaney; Costs and experience, price and experience and experience and competitive interaction, The Boston Consulting Group; Scenarios: shooting the rapids, Pierre Wack; Planning as learning, Arie P. de Geus. The Learning School: The Natural Selection View: Populations, natural selection and applied organizational science, Bill McKelvey and Howard Aldrich. The Incremental View: The science of ’muddling through’, Charles E. Lindblom; If planning is everything, maybe it’s nothing, Aaron Wildavsky; Strategic change: ’logical incrementalism’, James Brian Quinn; Rethinking incrementalism, Gerry Johnson. The Cultural View: Recipes, crises and adaptation in mature business, P.H. Grinyer and J.C. Spender; Organizational paradigms: a theory of organizational change, Alan Sheldon. The Political View: A strategic contingencies theory of intraorganizational power, D.J. Hickson, C.R. Hinings, C.A. Lee, R.E. Schneck and J.M. Pennings; Rational decision making in business organizations, Herbert A. Simon; Organizational structure, environment and performance: the role of strategic choice, John Child; Strategy formulation as a political process, Andrew M. Pettigrew; On studying managerial elites, Andrew M. Pettigrew. The Visionary View: Top management teams and organizational renewal, David K. Hurst, James C. Rush and Roderick E. White. Patterns of Strategy Development: Strategy-making in 3 modes, Henry Mintzberg; Of strategies, deliberate and emergent, Henry Mintzberg and James A. Waters; 3 models of strategy, Ellen Earle Chaffee.Volume II: The Positioning School: The differentiation of the product, Edward Hastings Chamberlin; Price and production policies of large-scale enterprise, Edward S. Mason; The current state of the monopoly problem in the United States, Edward S. Mason; Relation of profit rate to industry concentration: American manufacturing, 1936–1940, Joe S Bain; The relation of market structure to market performance, Joe S. Bain; From entry barriers to mobility barriers: conjectural decisions and contrived deterrence to new competition, R.E. Caves and M.E. Porter; Introduction, general analytical techniques and the structural analysis of industries, Michael E. Porter; Sustainable advantage, Pankaj Ghemawat; Towards a dynamic theory of strategy, Michael E. Porter. The Resource Based School: The nature of the firm, R.H. Coase; Costs of production, part II: the effects of changing organization, P.W.S. Andrews; ’Inherited’ resources and the direction of expansion, Edith T. Penrose; Production, information costs and economic organization, Armen A. Alchian and H. Demsetz; Economics of scope and the scope of the enterprise, David J. Teece; Uncertain imitability: an analysis of interfirm differences in efficiency under competition, S.A. Lippman and R.P. Rumelt; A resource-based view of the firm, Birger Wernerfelt; The dominant logic: a new linkage between diversity and performance, C.K. Prahalad and Richard A. Bettis; The core competence of the corporation, C.K. Prahalad and Gary Hamel; The resource-based theory of competitive advantage: implication for strategy formulation, Robert M. Grant; Why do firms differ and how does it matter?, Richard R. Nelson; Index.
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