Imagine, if you can, the world of business - without corporate strategy. Remarkably, fifty years ago that’s the way it was. Businesses made plans, certainly, but without understanding the underlying dynamics of competition, costs, and customers. It was like trying to design a large-scale engineering project without knowing the laws of physics. But in the 1960s, four mavericks and their …
Management consultant Dudik attempts to apply the thinking of scientific philosopher Karl Popper to corporate strategy. Popper's idea was that great theory couples explanatory power with great specificity about what observations in the real world would make the theory false. Dudik argues that this model of scientific theory should be applied to strategic thinking. Annotation c. Book News, Inc.,…
Decline can be avoided. Decline can be detected. Decline can be reversed. Amidst the desolate landscape of fallen great companies, Jim Collins began to wonder: How do the mighty fall? Can decline be detected early and avoided? How far can a company fall before the path toward doom becomes inevitable and unshakable? How can companies reverse course? In this book, Collins confronts these …
In this revision of his classic book Richard Whittington challenges the basic assumptions of management orthodoxy. By applying four basic theoretical approaches of strategy-making to a series of key strategic issues, Whittington demonstrates the practical implications of different theories with many examples. Students are then challenged to critically evaluate their own personal approach to str…
Corporate planning is in a state of flux. A spate of articles in the business press has pointed to managers' waning enthusiasm for developing and implementing strategic planning. Yet many orgainzations are in dire need of guidance on how to build strong strategic and corporate identities. The twelve articles in this book provide an integrative, up-to-date perspective of strategic planning from …