The strategy process : concepts, contexts and cases / Henry Mintzberg and James Brian Quinn.
By: Mintzberg, Henry
.
Contributor(s): Quinn, James Brian.
Material type: 
BookPublisher: Upper Saddle River, N. J. : Prentice Hall, 1996Edition: 3rd ed.Description: xviii, 990 p. : col. ill. ; 26 cm + pbk.Content type: text Media type: unmediated Carrier type: volumeISBN: 0134558588; 9780134558585.Subject(s): Strategic planning | Strategic planning -- Case studies | Strategic planning -- Accounting | Business strategy | Business competition | Business Long-range planningDDC classification: 658.4012 | 658.4012 MIN | Item type | Current library | Call number | Copy number | Status | Barcode | |
|---|---|---|---|---|---|---|
| General lending | MTU Bishopstown Library Lending | 658.4012 (Browse shelf(Opens below)) | 1 | Available | 00155485 | |
| General lending | MTU Bishopstown Library Lending | 658.4012 (Browse shelf(Opens below)) | 1 | Available | 00071410 | |
| General lending | MTU Kerry North Campus Library First Floor Main | 658.4012 MIN (Browse shelf(Opens below)) | 1 | Available | 38888000073019 |
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Enhanced descriptions from Syndetics:
This collection of readings is combined with cases from James Brian Quinn. It present an up-to-date look at how actual companies act strategically and the research driving them. While retaining many of the classic cases and articles, this edition includes new organization and strategy concepts to emerge in the last few years: core competency strategies; strategic outsourcing; managing with the new digital technologies; and managing hypercompetition, with 13 new readings and 17 new cases.
Previous ed.: 1991.
Bibliography: (pages 964-973) and indexes.
Section I: Strategy -- The strategy concept -- The strategist -- Formulating strategy -- Strategy analysis -- Strategy formation -- Section I: Cases -- Section II: Organization -- Dealing with structure and systems -- Dealing with culture and power -- Managerial styles -- Section II: Cases -- Section III: Contexts -- The entrepreneurial context -- The mature context -- The professional context -- The innovation context -- The diversified context -- The international context -- Managing change -- Section III: Cases.
This collection of readings is combined with cases from James Brian Quinn. It present an up-to-date look at how actual companies act strategically and the research driving them.
Table of contents provided by Syndetics
- Acknowledgements
- Introduction
- I Strategy
- 1 The Strategy Concept
- Strategies for Change
- Five P's for Strategy
- 2 The Strategist
- The Manager's Job
- Good Managers Don't Make Policy Decisions
- Strategic Intent
- 3 Formulating Strategy
- The Concept of Corporate Strategy
- Evaluating Business Strategy
- Core Competencies and Strategic Outsourcing
- 4 Strategy Analysis
- How Competitive Forces Shape Strategy
- Generic Business Strategies
- 5 Strategy Formation
- Logical Incrementalism: Managing Strategy Formation
- Crafting Strategy
- The Honda Effect
- I Cases
- Edward Marshall Boehm Inc
- Genentech, Inc
- MacArthur in the Philippines
- New Steel Corp
- Intel Corporation
- Apple Computer, Inc.(A) Apple Computer
- 1992 Microsoft Corporation (A)
- E&J Gallo Winery
- The IBM 360 Decision: From Triumph to a New Industry
- The Transformation of AT&T
- Nintendo Co., Ltd
- Magnetic Levitation Train
- Ford: Team Taurus
- Argyle Diamonds
- II Organization
- 6 Dealing with Structure and Systems
- Strategy and Organization Planning
- The Structuring of Organizations
- New Forms of Organizing
- Collaborating to Compete
- 7 Dealing with Culture and Power
- Ideology and the Missionary Organization
- Buidling Structure in Manager's Minds
- Politics and the Political Organization
- Competitive Maneuvering
- Who Should Control the Corporation?
- 8 Manageerial Styles
- Artists, Craftsmen, and Technocrats
- The Leader's New Work: Building Learning Organizations
- Middle Managers to Do Things Right
- II Cases
- The New York Times Company
- Matsushita Electric Industrial Company
- The Hewlett Packard Company
- TCG/Thermo Electron
- Microsoft Corporation (B)
- NovaCare, Inc
- Orbital Engine Company
- Anderson Consulting (Europe): Entering the Business of Business Integration
- Polaroid Corporation
- Exxon Corporation
- 1994 Sony Corporation: Innovation System
- III Contexts
- 9 The Entrepreneurial Context
- The Entrepreneurial Organization
- Competitive Strategy in Emerging Issues
- How Entrepreneurs Craft Strategies That Work
- 10 The Mature Context
- The Machine Organization
- Cost Dynamics: Scale and Experience Effects
- 11 The Professional Context
- The Professional Organization
- Balancing the Professional Service Firm
- 12 The Innovation Context
- The Innovative Organization
- Managing Innovation: Controlled Chaos
- 13 The Diversified Context
- The Diversified Organization
- Generic Corporate Strategies
- Managing Large Groups in the East and the West
- From Competitive Advantage to Corporate Strategy
- 14 The International Context
- Global Strategy...In a World of Nations? Managing Across Borders: New Organizational Responses
- 15 Managing Change
- Beyond Configuration
- Convergence and Upheaval
- The Crescendo Model of Rejuvenation
- III Cases
- Sony Entertainment
- Vanguard Group, Inc.(A) The Battle for Paramount Communications, Inc
- Honda Motor Company
- 1994 The Pillsbury Company
- Cadbury Schweppes, P.L.C.
- SAS and the European Airline Industry
- Peet, Russ, Anderson & Detroit
- Nintendo of America
- Mountbatten and India
- Case Notes
- Bibliography for Readings
- Subject Index
- Name Index