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Henry Mintzberg is perhaps the world's premier management thinker a Carlsberg-style endorsement of the author from Tom Peters, management guru

Henry Mintzberg is one of today’s best-known and most controversial management thinkers. Currently Cleghorn Professor of Management Studies at McGill University in Montreal, he is always interesting and usually controversial and holds the management and strategy communities in thrall. He claims to spend his public life dealing with organizations, and his private life escaping from them.

Bruce Ahlstrand likes to prospect for strategy gems in unlikely places - from the game of Texas Hold’em to the Greek tragedies. He has a D.Phil. from Oxford University and a M.Sc. from the London School of Economics. Bruce is the author is currently a professor of management at Trent University in Ontario, Canada.

Joe Lampel began his career believing that strategy is the answer, but has recently concluded that it may be the answer to the wrong question. He first began to suspect this terrible truth during the long journey that produced the first edition of Strategy Safari. Further research, and numerous publications in journals that are well received in polite academic society, only served to confirm this belief. Joe was awarded a PhD in management by McGill University for good

Table of Contents

  1. Cover
  2. Half title
  3. Title
  4. Copyright
  5. Dedication
  6. Contents
  7. Publisher Acknowledgements
  8. Embarkation
  9. 1 'And over here, ladies and gentlemen: the strategic management beast'
  10. 2 The design school: strategy formation as a process of conception
  11. 3 The planning school: strategy formation as a formal process
  12. 4 The positioning school: strategy formation as an analytical process
  13. 5 The entrepreneurial school: strategy formation as a visionary process
  14. 6 The cognitive school: strategy formation as a mental process
  15. 7 The learning school: strategy formation as an emergent process
  16. 8 The power school: strategy formation as a process of negotiation
  17. 9 The cultural school: strategy formation as a collective process
  18. 10 The environmental school: strategy formation as a reactive process
  19. 11 The configuration school: strategy formation as a process of transformation
  20. 12 'Hang on, ladies and gentlemen, you have yet to meet the whole beast'
  21. References
  22. Index