The Strategy Process: Concepts, Context and Cases: United States Edition by Henry Mintzberg
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For Graduate Level Courses in Strategic Management and Business Policy.
This collection of readings, edited by Henry Mintzberg, is combined with cases from James Brian Quinn. Together they present an up-to-date look at how actual companies act strategically and the research driving them.
I. STRATEGY.
1. The Strategy Concept.I. CASES.
Edward Marshall Boehm Inc. Genentech, Inc. MacArthur in the Philippines. New Steel Corp. Intel Corporation. Apple Computer, Inc.(A) Apple Computer 1992. Microsoft Corporation (A). E&J Gallo Winery. The IBM 360 Decision: From Triumph to a New Industry. The Transformation of AT&T. Nintendo Co., Ltd. Magnetic Levitation Train. Ford: Team Taurus. Argyle Diamonds.II. ORGANIZATION.
6. Dealing with Structure and Systems.II. CASES
The New York Times Company. Matsushita Electric Industrial Company. The Hewlett Packard Company. TCG/Thermo Electron. Microsoft Corporation (B). NovaCare, Inc. Orbital Engine Company. Anderson Consulting (Europe): Entering the Business of Business Integration. Polaroid Corporation. Exxon Corporation 1994. Sony Corporation: Innovation System.III. CONTEXTS.
9. The Entrepreneurial Context.III. CASES.
Sony Entertainment. Vanguard Group, Inc.(A) The Battle for Paramount Communications, Inc. Honda Motor Company 1994. The Pillsbury Company. Cadbury Schweppes, P.L.C. SAS and the European Airline Industry. Peet, Russ, Anderson & Detroit. Nintendo of America. Mountbatten and India.Case Notes.