Всего публикаций в данном разделе: 2
Опубликовано на портале: 23-04-2007Ред.: 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: 14-06-2007Henry 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