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.
’…a tour de force. Since receiving the volumes I have made frequent use of them both in teaching and research…The essays chose are…of central importance to the development of the strategic management field and in structuring the volumes as he has Professor McKiernan has revealed connections and relationships I had not hitherto suspected. His introduction in the volumes is an elegant and scholarly survey of the strategy literature, justifying his choice of essays and relating the works chosen to other important writing on the subject…In summary this is an excellent contribution to an important series.’ Business History
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