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008 081021s2005 enka |b 001 0 eng d
020 _a9781861529657
020 _a1861529651
039 9 _a201402040048
_bVLOAD
_c201006220908
_dmalmash
_c200810211159
_dvenkatrajand
_c200810211158
_dvenkatrajand
_y200810211137
_zmalmash
050 _aHD30.28
_b.W583 2005.
100 1 _aWit, Bob de.
_926392
245 1 0 _aStrategy Synthesis :
_bResolving Stategy Paradoxes to Create Competitive Advantage : Text and Readings /
_cBob de Wit, Ron Meyer.
250 _a2nd. ed.
260 _aLondon :
_bThomson,
_c2005.
300 _axx, 469 p. :
_bill. ;
_c25 cm.
504 _aIncludes bibliographical references (p. [443]-459) and index.
520 _aThe belief that managers and potential managers will profit from understanding the major conflicting approaches to strategy forms the point of departure for this book. Ignoring the profound differences between the various schools of thought does not enhance a manager's or student's capacity for strategic thinking. Rather, it is only when there is knowledge of the various points of view can strategists truly see the range of options open to them. Then they can find a way to choose between them, or integrate them, to be practically effective. To structure the comparison of strategy approaches, the most important conflicting strategy perspectives have been clustered together around ten key strategy issues, one key issue per chapter. Two classic readings in each chapter by key strategic thinkers further represent the two opposite positions. De Wit and Meyer's Strategy Synthesis actively challenges the educational orthodoxy to encourage students and managers to be critical, and to challenge them to be analytical, in order to facilitate creativity and unconventional thinking. In this text the authors carefully guide students and managers through the many, often conflicting, perspectives in the field of strategy, in order to help them become true strategic thinkers.
650 0 _aStrategic planning.
_93
700 1 _aMeyer, Ron,
_931429
942 _2lcc
_n0
_cBK
999 _c13499
_d13499