Strategy Formulation in Theory and Practice - a discussion with David Webb

Описание: In this video I talk to Dr David Webb from Bristol Business School about strategy formulation. People often mix different strategic approaches, which can be problematic as often they view the firm in very different ways. That leaves people comparing apples and oranges. We talk this through, in relation to theory and practice, and hopefully it will help you write better strategy, in firms or in essays and exam questions.

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We have three series of strategy paper reviews:

Leading Strategy 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

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



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