Product Description

Conventional strategic management education is dominated by a strong industry recipe that: limits the number of perspectives presented; uses an overly simplistic step-by-step strategic planning approach; reworks original material into consistent and bite-size pieces of text; and leans heavily towards the authors' own domestic context in terms of the choice of perspectives, theories, examples and cases.

De Wit and Meyer's best-selling "Strategy" actively challenges the educational orthodoxy to encourage students to be critical, and to challenge them to be analytical, in order to facilitate creativity and unconventional thinking. In this book, the fundamental differences of opinion within strategic management are not ignored or smoothed over. On the contrary, in this text the authors carefully guide the students through the many, often conflicting, perspectives in the field of strategy, in order to help them become true strategic thinkers.

New to this edition:
(a) New integrating framework within chapters to enhance readability and allow students? to gain an immediate overview of the debate.
(b) New and expanded topics give a more comprehensive coverage of key strategic management issues, including strategic leadership, corporate governance, strategic renewal, disruptive technologies, industry development, multi-business synergy, post-acquisition integration, strategic alliances, business ecosystems, and strategy implementation.
(c) Two new example boxes per chapter highlight well-known international companies employing the opposing strategy perspectives discussed, real-life business examples of how a particular strategy perspective is used.
(d) Many new short and long cases provide an excellent illustration in practice of the issues at hand.
(e) A number of new readings fully represent the new developments in the strategy field.

Key Features:
(a) A range of different and often conflicting perspectives and theories on strategy is presented to illustrate the diversity of subject, and to encourage students to actually think about strategy.
(b) Adopts a key issues structure, focussing on the key strategic questions with which strategists must deal in practice.
(c) Original articles from classic thinkers are presented throughout, offering students a first-hand account of the ideas and theories of key strategy thinkers, rather than simplistic and subjective sound bites.
(d) Provides a genuinely international focus throughout, introducing students to the issues of adapting approaches to strategy in an international context.
(e) Includes a wealth of case material, including three international short cases and two international long cases per chapter, from a variety of industries, to enable a more detailed study and provide a practical illustration of the issues at hand.
(f) A free companion website includes MCQs, weblinks, and definitions for students, and an instructor''s manual, PPTs and extra case material for lecturers.

Product Details

• Amazon Sales Rank: #24207 in Books
• Published on: 2004
• Original language: English
• Binding: Paperback
• 1152 pages

About the Author
Bob de Wit, Maastricht School of Management, The Netherlands & Ron Meyer, Rotterdam School of Management, Erasmus University, The Netherlands

Customer Reviews

Change your strategy and get it!!!
After having done two previous years without this book, everything became much clearer for me when I had this book in my posession. Everything is discribed very clearly and in a simple to read language. Not like Mintzberg's: The strategy Process.
A very good buy

A book that may be of strategic importance to your career
The best strategists in history, from Alexander the Great to Richard Branson, have been free thinkers - and the best strategies are always unconventional. This book encourages the reader to step away from the usual academic dogma and adopt a style of independent, tactical thinking that fosters good, classical strategy in a modern context.

Thoroughly Engrossing and Stimulating
This book not only offers a comprehensive introduction to the vast area of strategic decision making, but leaves one gasping for more. Clear and concise chapters that bring to life the the paradoxes from the page, and leads one to a glimpse in the mind of the international stategy manager.