Strategy Process: (2 Strategic Management series)

The evolving field of strategy process has witnessed many developments in recent years and attracted the attention of leading academics. Professor Olk, in this authoritative volume, has selected seminal papers which consider a number of important issues regarding strategy process. Beginning with a general overview, this indispensible collection covers important topics including stage models, goal oriented models, methodology and future direction. This timely volume, with an original introduction by the editor, is particularly well suited for scholars and students in the areas of strategy process and strategic management.

Table of Contents:
Contents: Acknowledgements Introduction Paul Olk PART I INTRODUCTION 1. Moshe Farjoun (2002), ‘Towards an Organic Perspective on Strategy’ 2. James W. Fredrickson (1983), ‘Strategic Process Research: Questions and Recommendations’ 3. Anne S. Huff and Ronda Kay Reger (1987), ‘A Review of Strategic Process Research’ 4. Henry Mintzberg and Joseph Lampel (1999), ‘Reflecting on the Strategy Process’ 5. Andrew H. van de Ven (1992), ‘Suggestions for Studying Strategy Process: A Research Note’ PART II STAGE MODELS 6. V.K. Narayanan and Liam Fahey (1982), ‘The Micro-Politics of Strategy Formulation’ 7. Bill Wooldridge and Steven W. Floyd (1989), ‘Strategic Process Effects on Consensus’ 8. Yves L. Doz, Paul M. Olk and Peter Smith Ring (2000), ‘Formation Processes of R&D Consortia: Which Path to Take? Where Does it Lead?’ 9. Charles I. Stubbart and Roger D. Smalley (1999), ‘The Deceptive Allure of Stage Models of Strategic Processes’ PART III GOAL ORIENTED MODELS 10. James Brian Quinn (1981), ‘Formulating Strategy One Step at a Time’ 11. Henry Mintzberg and James A. Waters (1982), ‘Tracking Strategy in an Entrepreneurial Firm’ 12. David E.W. Marginson (2002), ‘Management Control Systems and their Effects on Strategy Formation at Middle-Management Levels: Evidence from a U.K. Organization’ 13. Peter Smith Ring and Andrew H. van de Ven (1994), ‘Developmental Processes of Cooperative Interorganizational Relationships’ PART IV DIALECTICAL MODELS 14. Andrew M. Pettigrew (1987), ‘Context and Action in the Transformation of the Firm’ 15. John Hendry (2000), ‘Strategic Decision Making, Discourse, and Strategy as Social Practice’ 16. Patrick Regnér (2003), ‘Strategy Creation in the Periphery: Inductive Versus Deductive Strategy Making’ 17. Alfred Marcus and Donald Geffen (1998), ‘The Dialectics of Competency Acquisition: Pollution Prevention in Electric Generation’ PART V EVOLUTIONARY AND SELECTION MODELS 18. Robert A. Burgelman (1983), ‘A Process Model of Internal Corporate Venturing in the Diversified Major Firm’ 19. Robert A. Burgelman (1991), ‘Intraorganizational Ecology of Strategy Making and Organizational Adaptation: Theory and Field Research’ 20. Tomo Noda and Joseph L. Bower (1996), ‘Strategy Making as Iterated Processes of Resource Allocation’ 21. Bjorn Lovas and Sumantra Ghoshal (2000), ‘Strategy as Guided Evolution’ PART VI METHODOLOGY 22. Andrew M. Pettigrew (1990), ‘Longitudinal Field Research on Change: Theory and Practice’ 23. Peter R. Monge (1990), ‘Theoretical and Analytical Issues in Studying Organizational Processes’ 24. Brian T. Pentland (1999), ‘Building Process Theory with Narrative: From Description to Explanation’ 25. Jane E. Dutton and Stephen A. Stumpf (1991), ‘Using Behavioral Simulations to Study Strategic Processes’ PART VII FUTURE DIRECTION 26. Thomas Hutzschenreuter and Ingo Kleindienst (2006), ‘Strategy-Process Research: What Have We Learned and What is Still to be Explored’ 27. Harry Sminia (2009), ‘Process Research in Strategy Formation: Theory, Methodology and Relevance’

About the Author :
Edited by Paul Olk, Professor of Management, Daniels College of Business, University of Denver, US