Всего публикаций в данном разделе: 2
Книги
Авторы: |
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Опубликовано на портале: 23-04-2007
Ред.: David J. Ketchen, Donald D. Bergh
Boston: Elsevier Science, 2005, 2, 218 с.
Research methods present the strategic management field with great opportunities
and challenges. This second volume of Research Methodology in Strategy and Management
includes three types of chapters. One set of chapters describes challenges and opportunities
inherent in particular content areas, including resource-based theory, strategic
groups research, entrepreneurship, real options, and the construct of performance.
A second group of chapters examine key ontological and epistemological issues in
the strategic management context, including the relationship between theory and method,
the human side of research methods, and mixed-level research. A final group of chapters
describe how strategy researchers can better use particular methods. These methods
include meta-analysis, Internet-based surveys, and cognitive mapping techniques.
Collectively, the chapters offer state of the art thinking about research methodology
provided by intellectual leaders within the management field


Опубликовано на портале: 14-06-2007
Henry Mintzberg
Изд-во: Pearson Education, 2000, 480 с.
Mintzberg traces the origins and history of strategic planning through its prominence
and subsequent fall. He argues that we must reconceive the process by which strategies
are created - by emphasizing informal learning and personal vision - and the roles
that can be played by planners. Mintzberg proposes new and unusual definitions of
planning and strategy, and examines in novel and insightful ways the various models
of strategic planning and the evidence of why they failed. Reviewing the so-called
"pitfalls" of planning, he shows how the process itself can destroy commitment, narrow
a company's vision, discourage change, and breed an atmosphere of politics. In a
harsh critique of many sacred cows, he describes three basic fallacies of the process
- that discontinuities can be predicted, that strategists can be detached from the
operations of the organization, and that the process of strategy-making itself can
be formalized

