Cengage Learning India
|Number of Pages
Business & management
Now in its fourth edition, Strategy Synthesis takes a truly global perspective. Retaining the unique paradox approach of the previous editions whereby a series of contrasting viewpoints are provided to invite student and professional discussion and debate, this new edition takes the approach one step further to acknowledge the developmental role which China and India have had in the business world, and includes strategic thinking philosophies from these countries.
Unlike many other books on the subject, the philosophy at the heart of Bob de Wits Strategy Synthesis text is that an understanding of the topic of strategy can only be gained by grappling with a wider diversity of insights from many prominent thinkers, and the clear recognition that there is no simple answer to the question of what strategy is. This new edition bridges West and East, North and South, with examples, short cases, quotes, and insights from around the globe.
Presents multiple strategy perspectives to give a broad range of differing, and often opposing, perspectives and theories reflecting the richness of current debate among academics and practitioners in the field of strategic management.
Provides an issue-based structure with each chapter focusing on a key strategic issue, which is discussed from a variety of angles, leaving readers to draw their own conclusions.
Includes original readings and cases to offer readers a first-hand account of the ideas and theories of influential strategy thinkers.
Offers a strong international orientation at the very core of this book, reflected in the choice of topics, theories, readings, examples and cases.
Fully acknowledges the developmental role which China and India have had in the business world and provides a clear bridge between traditional strategy thinkers in the West, and both the upcoming Western strategy thinkers and the strategy thinkers in the East.
Addresses the paradox of exploration and exploitation as one of the most important new topics in the strategy field.
New short cases, readings and long cases replaced throughout which include culturally diverse examples ranging from Sony in Japan to Zambeef in Africa.
Emphasized status on organizational purpose.
Section 1: Strategy
3. Missioning and visioning
Section 2: Strategy Content
4. Business level strategy
5. Corporate level strategy
6. Network level strategy
Section 3: Strategy Process
7. Strategy formation
8. Strategic change
9. Strategic innovation
Section 4: Strategy Context
10. The industry context
11. The organizational context
12. The international context
About the Author: Bob de Wit, Ron Meyer
Bob de Wit is director of the Strategy Academy, an international research and educational institution focusing on strategy, leadership and business innovation issues (www.strategy- academy.org). He is also managing director of Strategy Works, an international strategy consulting and coaching firm that facilitates boardroom decision-making and guides companies through processes of strategic renewal (www.strategy-works.com). Bob has a BA in Psychology from the University of Utrecht, an MBA from the Delft University of Technology and a Ph.D. in management from the Erasmus University in Rotterdam. From 1985 to 1996 he was a professor of strategic management at the Rotterdam School of Management. Since 1996 he has held a chair in Strategy at the Maastricht School of Management, where he also served as the Associate Dean for research from 1997 and 2001. Bob is an active member of the Strategic Management Society, where he serves as chairman of the Interest Group The Practice of Strategy, as member of the annual conference paper review committee, and as a member of the McKinsey Best Paper Prize committee.
Ron Meyer is Professor of Corporate Strategy at TiasNimbas Business School, Tilburg University. Ron studied Political Science at the University of Alberta in his native Canada. After receiving his bachelors degree he moved to the Netherlands and got his MBA and PhD at the Erasmus University in Rotterdam. From 1987 to 1998 he was a professor of strategic management at the Rotterdam School of Management / Erasmus Graduate School of Management. During this period he taught strategy in 15 countries, at universities and in companies, and acted as consultant to a wide variety of firms. For two years he was also Associate Director of RSM, in charge of managing the MBA Program. Since 1998, at the Center for Strategy and Leadership and its predecessors, Ron has combined boardroom consultancy work with in-company trainings and applied management research. As consultant he works with many top international companies on such topics as corporate strategy, business innovation, strategic alliances and strategies for growth. As trainer he has given seminars and training courses to hundreds of companies around the world and lectured at more than 30 universities. He has (co-)authored numerous articles and books, among which the internationally leading textbook on strategic management, Strategy - Process, Content, Context: An International Perspective. Over 250.000 copies have been sold so far and the book is used at more than 200 business schools around the world. In 2005 the 2nd edition was published of Strategy Synthesis: Resolving Strategy Paradoxes to Create Competitive Advantage, while his latest book, Mapping the Mind of the Strategist, was published in 2007