Summary: Strategy Synthesis : Resolving Strategy Paradoxes To Create Competitive Advantage | 9781408018996 | Bob de Wit, et al

Read the summary and the most important questions on Strategy synthesis : resolving strategy paradoxes to create competitive advantage | 9781408018996 | Bob de Wit, Ron Meyer.

• 1 Strategy

• 1.1 The nature of strategy

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• Why are there no instruction manuals?

  The fundamental differences of opinion are not swept aside.  So there are differences of opinion.

• What is rhe intension of this book?

  Acknowledge the disagreements and encourage thinking about value of each of the different points of view.

• 1.2 Identifying the strategy

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• Bases is to be able to solve strategic problems. Which way of learning is being adopted?

  Problem-driven approach

• What is a problem-driven approach?

  Key strategy issues are identified and then each looked at from the perspective of the most appropriate theories.

• The three dimentions interact is discovered by prof..?

  Pettigrew and Whipp, 1991; Ketchen & Thomas and Mc Daniel, 1996

• What is strategy content?

  The product of a strategy process. Concerned with the what of strategy (what should be the strategy) WHAT

• What is strategy context?

  The set of circumstances under which the product and content are determined.
  WHERE

• What is the traditional way to portray the strategy process?  

  That is basically a linear progression through a number of distinct steps. The analyzing stage, strategy formation stage and the implementation stage.

• Why is the assumption made that strategy process is comprehensive (broad scope)?

  Because there (school of views on linear progression on strategy) beliefs are that strategy is made for the entire organization and everything can be radically changed all at once.

• Name three beliefs that changes the linear progression to distinct steps?

  1. strategic thinking -> Rationality of strategy process versus strategic thinking (intuitive/creating)

  2. strategy formation -> number of phases  versus messier process of strategy ( analysis, formations and implementation going on all the time. With little steps, letting strategy emerge)

  3. strategic change -> strategy process is comprehensive (broad scope) to change the whole organization at the same time versus more gradual and fragmented than radical an coordinated