ReCreating strategy:
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
London [u.a.]
Sage Publ.
2002
|
| Edition: | 1. publ. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XIII, 354 S. Ill., graph. Darst., Kt. |
| ISBN: | 076197010X 0761970096 |
Staff View
MARC
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Record in the Search Index
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| adam_text | Contents
List of Figures and Tables viii
Acknowledgements x
1 Deconstructing History, Recreating Strategy 1
How management and strategy may be limited
by our view of their history 3
The need to deconstruct history and think differently now 7
An outline of Recreating Strategy 9
Using Recreating Strategy 11
Case Box 1.1 Management s History 12
Case Box 1.2 Drawing Organization 13
PART I: DECONSTRUCTING MANAGEMENT 15
2 Premodernism, Modernism and Postmodernism 15
Premodernism 16
Modernism 30
Postmodernism 56
Case Box 2.1 Postmodern Sneakers 66
Case Box 2.2 Cola, Catholicism and Cars 75
3 Deconstructing Management s History 79
The conventional (but fabricated) history of management 79
A counter history of management 87
Case Box 3.1 The Trouble with Chester Barnard s Greek 105
The maintenance of the fabrication 106
Why the conventional history of management
should be challenged 126
Case Box 3.2 Hammered Home 129
Case Box 3.3 Who s Thinking Differently? 130
4 Management s Historical Limits 132
The organization as a mechanical organism 135
Case Box 4.1 Mechanisms and Leopard isms at the SPA 146
vi Recreating Strategy
The object of culture 148
Case Box 4.2 Best Practice Pilots? 152
Centralization or decentralization? 154
Case Box 4.3 Centralization versus Decentralization 162
The external expert consultant and one best way solutions 165
Case Box 4.4 Like a Virgin? 171
Concluding Part I: Deconstructing management 172
PART II: RECREATING STRATEGY 175
5 ReConceptualizing Business Ethics 181
Case Box 5.1 How External Consultants can Diminish an
Organization s Ethos 183
The modern conception of business ethics 184
The historical limits of business ethics 187
Case Box 5.2 Channel 5 194
Ethos: the aretaic alternative 195
Case Box 5.3 M S Recreating a Virtuous Circle 207
Business ethics reconceptualized 210
Case Box 5.4 Discussions Toward a Code 211
Case Box 5.5 From Jack Dee to 2 D 212
6 ReConceiving Strategy 214
Modern strategy: the triangle and the objective grid 218
An alternative origin for strategy 233
Case Box 6.1 An Alternative First Strategist 236
Modern grids + Premodern webs: A Postmodern
approach to strategy 240
Case Box 6.2 Deconstructing and Reconfiguring
the Value Chain 246
Case Box 6.3 Porter s Power 250
Case Box 6.4 Networks Shape Strategy 252
Strategy reconceived 254
Case Box 6.5 Ethos + Strategy 257
7 ReGenerating Change 260
Modern change: generic linear models 260
A case of Premodern change: toward demokratia 267
A Premodern approach 276
Case Box 7.1 Four Weddings and a ...? 281
Regenerating change: strategy from the inside out 285
Case Box 7.2 Folkdevils United 289
Contents vii
Epilogue: management and strategy, deconstructed,
regenerated, recreated 292
Case Box 7.3 Ethos + Strategy + Change: No
Future for Postman Pat? 293
PART III: CASES AND FURTHER SOURCE MATERIAL 297
Cases 297
Case 1 Interbrew and Huyghe of Belgium
A Tale of Two Breweries 297
Case 2 Tayto Ireland and Walkers UK Crisp Wars 303
Case 3 Ottakar s UK Living With the Amazons 305
Case 4 Nike From Beaverton to the World 308
Case 5 Natural History New Zealand 316
Bibliographical Notes 323
Index 347
List of Figures and Table
Figures
2.1 The forms and styles of Apollo and Dionysus 17
2.2 Premodern microcosms 19
2.3 A Premodern view of the heavens 20
2.4 Premodern microcosmic webs of knowledge 22
2.5 The subjectivity of Premodern mapping 34
2.6 The objectivity of modern mapping 36
2.7 The Modern gaze: Elizabethan portraiture 37
2.8 The Modern biological triangle 42
2.9 The Modern Tree of knowledge 48
2.10 The changing conception of man I 51
2.11 The changing conception of man II 52
2.12 Postmodern form 64
4.1 The organic systems approach 138
4.2 The organism as a machine 142
4.3 Mintzberg s organic organization 145
4.4 Global aspirations: The new Queen E? 168
5.1 A leading textbook s model of ethical decision making 185
5.2 The circle of corporate ethos 206
6.1 Ansoff s development of strategy 219
6.2 Porter s Generic Value Chain 222
6.3 Porter s Five Forces of Industry 223
6.4 Porter s Generic Strategy Matrix 226
6.5 A more representative or all encompossing
strategy framework 228
6.6 The dangers of increasingly representative detail 229
6.7 Mr. Beck s Underground map and the more
geographically representative map that it replaced 243
7.1 Input — process —» output visions of change 261
7.2 Kotter s change management frame work 262
7.3 The incremental development of conventional
change management frameworks since 1950 265
List of Figures and Table ix
7.4 Kleisthenes reconfiguration of Athens 271
7.5 An organization as knitting and an organization as
tumbleweed/dodgems/raygun 286
Table
2.1 Premodern, Modern, Postmodern 73
|
| adam_txt |
Contents
List of Figures and Tables viii
Acknowledgements x
1 Deconstructing History, Recreating Strategy 1
How management and strategy may be limited
by our view of their history 3
The need to deconstruct history and think differently now 7
An outline of Recreating Strategy 9
Using Recreating Strategy 11
Case Box 1.1 Management's History 12
Case Box 1.2 Drawing Organization 13
PART I: DECONSTRUCTING MANAGEMENT 15
2 Premodernism, Modernism and Postmodernism 15
Premodernism 16
Modernism 30
Postmodernism 56
Case Box 2.1 Postmodern Sneakers 66
Case Box 2.2 Cola, Catholicism and Cars 75
3 Deconstructing Management's History 79
The conventional (but fabricated) history of management 79
A counter history of management 87
Case Box 3.1 The Trouble with Chester Barnard's Greek 105
The maintenance of the fabrication 106
Why the conventional history of management
should be challenged 126
Case Box 3.2 Hammered Home 129
Case Box 3.3 Who's Thinking Differently? 130
4 Management's Historical Limits 132
The organization as a mechanical organism 135
Case Box 4.1 Mechanisms and 'Leopard isms' at the SPA 146
vi Recreating Strategy
The object of culture 148
Case Box 4.2 'Best Practice' Pilots? 152
Centralization or decentralization? 154
Case Box 4.3 Centralization versus Decentralization 162
The external expert consultant and one best way solutions 165
Case Box 4.4 Like a Virgin? 171
Concluding Part I: Deconstructing management 172
PART II: RECREATING STRATEGY 175
5 ReConceptualizing Business Ethics 181
Case Box 5.1 How External Consultants can Diminish an
Organization's Ethos 183
The modern conception of business ethics 184
The historical limits of business ethics 187
Case Box 5.2 Channel 5 194
Ethos: the aretaic alternative 195
Case Box 5.3 M S Recreating a Virtuous Circle 207
Business ethics reconceptualized 210
Case Box 5.4 Discussions Toward a Code 211
Case Box 5.5 From Jack Dee to 2 D 212
6 ReConceiving Strategy 214
Modern strategy: the triangle and the objective grid 218
An alternative origin for strategy 233
Case Box 6.1 An Alternative 'First Strategist' 236
Modern grids + Premodern webs: A Postmodern
approach to strategy 240
Case Box 6.2 Deconstructing and Reconfiguring
the Value Chain 246
Case Box 6.3 Porter's Power 250
Case Box 6.4 Networks Shape Strategy 252
Strategy reconceived 254
Case Box 6.5 Ethos + Strategy 257
7 ReGenerating Change 260
Modern change: generic linear models 260
A case of Premodern change: toward demokratia 267
A Premodern approach 276
Case Box 7.1 Four Weddings and a .? 281
Regenerating change: strategy from the inside out 285
Case Box 7.2 Folkdevils United 289
Contents vii
Epilogue: management and strategy, deconstructed,
regenerated, recreated 292
Case Box 7.3 Ethos + Strategy + Change: No
Future for Postman Pat? 293
PART III: CASES AND FURTHER SOURCE MATERIAL 297
Cases 297
Case 1 Interbrew and Huyghe of Belgium
A Tale of Two Breweries 297
Case 2 Tayto Ireland and Walkers UK Crisp Wars 303
Case 3 Ottakar's UK Living With the Amazons 305
Case 4 Nike From Beaverton to the World 308
Case 5 Natural History New Zealand 316
Bibliographical Notes 323
Index 347
List of Figures and Table
Figures
2.1 The forms and styles of Apollo and Dionysus 17
2.2 Premodern microcosms 19
2.3 A Premodern view of the heavens 20
2.4 Premodern microcosmic webs of knowledge 22
2.5 The subjectivity of Premodern mapping 34
2.6 The objectivity of modern mapping 36
2.7 The Modern gaze: Elizabethan portraiture 37
2.8 The Modern biological triangle 42
2.9 The Modern 'Tree of knowledge' 48
2.10 The changing conception of man I 51
2.11 The changing conception of man II 52
2.12 Postmodern form 64
4.1 The 'organic' systems approach 138
4.2 The organism as a machine 142
4.3 Mintzberg's 'organic' organization 145
4.4 Global aspirations: The new Queen E? 168
5.1 A leading textbook's model of ethical decision making 185
5.2 The circle of corporate ethos 206
6.1 Ansoff's development of strategy 219
6.2 Porter's 'Generic Value Chain' 222
6.3 Porter's 'Five Forces of Industry' 223
6.4 Porter's 'Generic Strategy Matrix' 226
6.5 A more representative or all encompossing
strategy framework 228
6.6 The dangers of increasingly representative detail 229
6.7 Mr. Beck's Underground map and the more
geographically representative map that it replaced 243
7.1 Input — process —» output visions of change 261
7.2 Kotter's change management frame work 262
7.3 The incremental development of conventional
change management frameworks since 1950 265
List of Figures and Table ix
7.4 Kleisthenes' reconfiguration of Athens 271
7.5 An organization as knitting and an organization as
tumbleweed/dodgems/raygun 286
Table
2.1 Premodern, Modern, Postmodern 73 |
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| illustrated | Illustrated |
| index_date | 2024-07-02T16:09:00Z |
| indexdate | 2024-07-09T20:48:26Z |
| institution | BVB |
| isbn | 076197010X 0761970096 |
| language | English |
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| spelling | Cummings, Stephen Verfasser aut ReCreating strategy Stephen Cummings 1. publ. London [u.a.] Sage Publ. 2002 XIII, 354 S. Ill., graph. Darst., Kt. txt rdacontent n rdamedia nc rdacarrier Gestion Planification stratégique Strategisch management gtt Management Strategic planning Management (DE-588)4037278-9 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf Management (DE-588)4037278-9 s DE-604 Strategisches Management (DE-588)4124261-0 s HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015182311&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Cummings, Stephen ReCreating strategy Gestion Planification stratégique Strategisch management gtt Management Strategic planning Management (DE-588)4037278-9 gnd Strategisches Management (DE-588)4124261-0 gnd |
| subject_GND | (DE-588)4037278-9 (DE-588)4124261-0 |
| title | ReCreating strategy |
| title_auth | ReCreating strategy |
| title_exact_search | ReCreating strategy |
| title_exact_search_txtP | ReCreating strategy |
| title_full | ReCreating strategy Stephen Cummings |
| title_fullStr | ReCreating strategy Stephen Cummings |
| title_full_unstemmed | ReCreating strategy Stephen Cummings |
| title_short | ReCreating strategy |
| title_sort | recreating strategy |
| topic | Gestion Planification stratégique Strategisch management gtt Management Strategic planning Management (DE-588)4037278-9 gnd Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | Gestion Planification stratégique Strategisch management Management Strategic planning Strategisches Management |
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