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| Name | Leading Strategy Paper Series: Mintzberg and Waters 1985 Of strategies, deliberate and emergent |
| Video Uploader | Video From Glenn Parry |
| Upload Date | This Video Uploaded At 29-05-2020 11:00:10 |
| Video Discription | Dr David Webb discusses the paper by Mintzberg, H. and Waters, J.A. (1985) “Of strategies, deliberate and emergent”, Strategic Management Journal, 6(3), 257-272 This video forms part of the strategy as process playlist. Dr. David Webb has released a series of videos that cover the strategy topics you will find on many MBA and undergraduate strategy courses. Each topic is broken down into between 2 and 4 ‘short ‘lecture chunks’ and cover both the theory and practical advice on using it to generate insight. As you will see the videos draw on the series of key strategy articles and interviews that have featured on this YouTube channel. Hopefully you will find the combination of both these lecture chunks, and key strategy articles we have already covered, build into a useful resource for those studying and practicing strategy. By taking a critical realist view of strategy, each theory, if used effectively, becomes a source of insight. Synthesis then comes in the unfolding strategy conversation within the firm – the strategy process. Here again new draw on a number of the key strategy articles covered in this channel. 1.3 Strategy Process https://www.youtube.com/watch?v=gCiH0p_mmH8&t=6s Please like the video and subscribe to our channel to help support us! Papers in series 3, strategy as process, include: • Eisenhardt, K. M. (1999) “Strategy as Strategic Decision Making”, MIT Sloan Management Review, 40(3), 65-72 • Sull, D. N. (1999) Why Good Companies Go Bad, Harvard Business Review, 77(4), 42-52 • Katzenbach, J.R. and Smith, D.K. (2005) “The Discipline of Teams”, Harvard Business Review, 83(7/8), 162-171 • Kaplan, S. and Beinhocker, E. D. (2003) “The Real Value of Strategic Planning”, MIT Sloan Management Review, 44(2), 71-76 • Mintzberg, H. and Waters, J.A. (1985) “Of strategies, deliberate and emergent”, Strategic Management Journal, 6(3), 257-272 This forms part of a much longer series of strategy papers, which includes the two main series below. Papers in series 1. • Christensen, C.M. (2001), "The Past and Future of Competitive Advantage", MIT Sloan Management Review, 42(2), 105-109. • Porter, M.E. (1996). "What is strategy?", Harvard Business Review, 74(6), 61-78 • Prahalad, C.K. & Hamel, G. (1990). "The core competence of the corporation", Harvard Business Review, 68(3), 79-91 • Kim, W.C., and Mauborgne, R. (2005) “Blue Ocean Strategy: from Theory to Practice”, California Management Review, 47(3) 105-120. • Porter and Kramer (2006). “Strategy and Society: the link between competitive advantage and corporate social responsibility”, Harvard Business Review, 84(12), 78-92 Papers in series 2, a broader view of strategy, include: • Campbell, A., Good, M. and Alexander, M. (1995) "Corporate Strategy: The Quest for Parenting Advantage", Harvard Business Review, 73, 2, 120-132 • Montgomery, C. A. (2008) “Putting leadership back into strategy”, Harvard Business Review, 86(1), p54-60 • Kaplan, R.S., Norton, D.P. (1992) “The Balanced Scorecard--Measures That Drive Performance”, Harvard Business Review, 70(1), 71-89 • Christensen, C. M., Raynor, M. and McDonald, R. (2015) Disruptive Innovation?, Harvard Business Review, 93, 12, 45-53 • Smith, J.H. (2003) “The Shareholders vs. Stakeholders Debate”, MIT Sloan Management Review, 44(4), p85-90 |
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