Strategy: Process, Content, Context
|Rating||:||4.80 (965 Votes)|
|Number of Pages||:||984 Pages|
Not a manual - a thinking catalyst I bought this book to get started in business strategy. I stumbled upon other strategy books in the past, and I was expecting, in a way, more of the same: A step-by-step guide to formulating and implementing a business strategy (but, hopefully, one well written).I got much more than I expected: This i. ''The Debates and the Book'' This book may not ''obliterates'' what is known about strategy but definitely is not just an additional ''improvement''. It is focused on strategy (theory) but also gives many interesting examples and cases of/for real/mental implementation. It builds a ''network'' of thoughts giving the possibility t. FooFoo said We'll written strategy book. We used this book for our MBA class in Australia and it was probably the best textbook written in the whole course. I thoroughly enjoyed all the case studies. Would definitely keep it on my book shelf for future reference.
In 2005 the 2nd edition was published of Strategy Synthesis: Resolving Strategy Paradoxes to Create Competitive Advantage, while his latest book, Mapping the Mind of the Strategist, was published in 2007. Ron Meyer is Professor of Corporate Strategy at TiasNimbas Business School, Tilburg University. Bob has a BA in Psychology from the University of Utrecht, an MBA from the Delft University of Technology and a Ph.D. Ron studied Political Science at the University of Alberta in his native Canada. Bob is an active member of the Strategic Managem
De Wit and MeyerÂ's Strategy actively challenges the educational orthodoxy to encourage students to be critical, and to challenge them to be analytical, in order to facilitate creativity and unconventional thinking. On the contrary, in this text the authors carefully guide the students through the many, often conflicting, perspectives in the field of strategy, in order to help them become true strategic thinkers.. In this book, the fundamental differences of opinion within strategic management are not ignored or smoothed over. Conventional strategic management education is dominated by a strong industry recipe that: limits the number of perspectives presented; uses an overly simplistic step-by-step strategic planning approach; reworks original material into consistent and bite-size
in management from the Erasmus University in Rotterdam. From 1985 to 1996 he was a professor of strategic management at the Rotterdam School of Management. Bob de Wit is director of the Strategy Academy, an international research and educational institution focusing on strategy, leadership and business innovation issues (strategy-academy). He has (co-)authored numerous articles and books, among which the internationally leadi