Summary Rethinking strategy.

ISBN-10 076195645X ISBN-13 9780761956457
114 Flashcards & Notes
7 Students
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This is the summary of the book "Rethinking strategy.". The author(s) of the book is/are Henk W Volberda and Tom Elfring. The ISBN of the book is 9780761956457 or 076195645X. This summary is written by students who study efficient with the Study Tool of Study Smart With Chris.

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Summary - Rethinking strategy.

  • 1 Theory, Schools and Practice

  • Tip, pay extra attention too the next questions or ask your self the next questions, when you read the article:
    - Familiarize yourself with the basics and contribution of each school.
    - Prepare yourself to argue why the boundary/dynamic capabilitiy /configurational school has the most/least synthesizing potential.
    - For the exam you are not expected to know the details of the economic theories (theories assuming firm homogenity and strong - form Darwinism, agency theory and TCE), only their value for the strategic field.
    - Connect the content of articles and ask questions. How is the Seth and Thomas nation of structure- conduct-performance (pg. 170) related to strategy-structure-fit paradigma mentioned by Spender(pg. 29)
    • What is the difference between prescriptove, descriptive, explantory and predictive research?
    • If we were to only focus on the synthesizing schools, what negative effect do you envisage for research and practise?
    • Why is moderate-form Darwinism consistent with the ontological assumptions of strategy research?
    • Why is any attack on economic rationality damaging?
  • 1.1 Schools of Thought in Strategic Management: Fragmentation, Integration or Synthesis

  • What is meant by a "school of thought?"
    A school of thought is range of thought of a specific group of researchers. Also known as an "institutionalized paradigm."
  • Which three schools are the so called 'synthesising' schools?
    The boundary school, the dynamic capability school and the configurational school.
  • Spender considers the strategy field to be a professional field with complex links to executive practice rather than an academic science or a coherent body of integrated theory.
    • The field of strategic management is extremly fragmented
    • No agreement concerning underlying theoretical dimensions en methodology > results in increased integration of theories within the strategy field.

    Fragmentation - many views
    Integration - use of theory from other diciplines
    Synthesis - combinations
  • 1.1.1 Classifying Schools of Thought

  • How many schools of thought are there as characterized by Mintzberg?
  • Who's perspective is widely seen as the "classical perspective?"
    Andrews & Ansoff
  • Andrews and Ansoff were the first to give what discipline a separate profile?
    Strategic Management
  • What major distinction can be made between the nine different schools?
    They are either 1) prescriptive or 2) descriptive
  • Which of the 9 schools of thought are prescriptive?
    The design, planning & positioning schools
  • Which school is responsible for the SWOT model and sees reaching a good fit between internal opportunities & external circumstances as central guidelines?
    The "design" school
  • Which school is the industrial-economic angle?
    The "positioning" school
  • Which school forms strategy by developing, formalizing and implementing an explicit plan?
    The "planning" school
  • According the the "positioning" school, what are the three generic strategies companies in a certain industry must choose from?
    Cost-leadership, differentiation or focus
  • Which school believes a CEO can design an explicit 'grand strategy' for the entire organization?
    The "design" school
  • Which school states that a correct strategy can only come about by means of frequent and systematic forecasting, planning & control?
    The "planning" school
  • Which approach is exceedingly deterministic and has little to no room for management to formulate strategies?
    The "environmental" school
  • The "environmental" school is influenced most by the work of who?
  • Which school stipulates that a strategy can only be successful if it is deeply rooted in the company culture?
    The "cultural" school
  • What is at the root of strategy making in the "cultural" and the "political" schools?
    "Non-logical" incrementalism
  • Which school stipulates that "strategic management is necessarily a fragmented process?"
    The "learning" school
  • How do the "cognitive" and "learning" schools believe strategy comes about?
    Incrementally and in an emerging way
  • In what school is the environment considered very demanding and/or difficult to understand?
    The "cognitive" and "learning" schools
  • Among other factors, what main factors does the "positioning" school not take into consideration?
    Culture & ideology
  • Mintzberg: the difference between schools is governed by the underlying base dicipline.

    One of the disticntions made by Mintzberg:
    Prescriptive - Design, Planning, Positioning schools
    Descriptive - Other schools
  • In what school is the environment NOT a stable factor?
    The "entrepreneurial" school
  • Which school is responsible for the development of the SWOT model.
    The design school.
  • Design school central guideline: reaching a good fit between internal and external circumstances.
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