The Practice of Strategy focuses on grand strategy and military strategy as practiced over an extended period of time and under very different circumstances, from the campaigns of Alexander the Great to insurgencies and counter-insurgencies in present-day Afghanistan and Iraq. It presents strategy as it pertained not only to wars, campaigns, and battles, but also to times of peace that were over-shadowed by the threat of war. The book is intended to deepen understanding of the phenomena and logic of strategy by reconstructing the considerations and factors that shaped imperial and nation-state policies. Through historical case studies, the book sheds light on a fundamental question: is there a unity to all strategic experience? Adopting the working definition of strategy as 'the art of winning by purposely matching ends, ways and means,' these chapters deal with the intrinsic nature of war and strategy and the characteristics of a particular strategy in a given conflict. They show that a specific convergence of political objectives, operational schemes of manoeuvre, tactical moves and countermoves, technological innovations and limitations, geographic settings, transient emotions and more made each conflict studied unique. Yet, despite the extraordinary variety of the people, circumstances, and motives discussed in this book, there is a strong case for continuity in the application of strategy from the olden days to the present. Together, these chapters reveal that grand strategy and military strategy have elements of continuity and change, art and science. They further suggest that the element of continuity lies in the essential nature of strategy and war, while the element of change lies in the character of individual strategies and wars.
... Brown and Eisenhardt 1997). If structures are in near continuous motion, then we need a better appreciation of the activities involved in creating and implementing structures – or more accurately in the activities of structuring.
It also demonstrates empirically, using University settings, how activity theory is itself bounded by the wider contexts of organisation, embedded routines and the heavy hand of history′ - David C. Wilson, University of Warwick `An ...
6 R. Duane Ireland, Michael A. Hitt and Deepa Vai- dyanath (2002) Alliance Management as a Source of Competitive Advantage, Journal of Management, 28: 413–46. In this paper the authors examine the management of strategic alliances using ...
This essential work summarizes recent developments in the field while presenting a clear agenda for future research.
The 2nd edition of Strategy in Practice presents a practitioner focused approach to strategy.
Two McKinsey & Co consultants, Peters and Waterman, in their book In Search of Excellence (Peters and Waterman 1982) argued that the answer to this question is 'Yes'. They stated that truly great companies have excellent cultures which ...
The new edition deals with a selection of topics that have been central in recent academic debates in the strategy-as-practice area and includes 7 New chapters on topics such as Chief Executive Officers, Middle Managers, Strategic Alignment ...
Strategy is becoming more 'open' - more transparent and more inclusive. Opening Strategy tells the story of how corporate strategists and strategy consultants have worked since the middle of the last century to open up the strategy process.
These essays have been selected both because they had significant messages for contemporary controversies, and because they have some continuing relevance for today and the future.
Unlike some more theory-heavy texts, this book focuses on how strategy works in everyday practice, taking readers’ expectations and understanding beyond that of strategy as a matter of planning only.