Joseph Lampel - Böcker

'There are two people, and only two, whose ideas must be taught to every MBA in the world: Michael Porter and Henry Mintzberg.' – Forbes Magazine

 

The Strategy Process is a truly original and authoritative strategy textbook. The author team of Mintzberg, Lampel, Quinn and Ghoshal introduce a richness of theory and practice into this text, offering an ideal introduction for those who want to develop a deep understanding of strategy.

 

Now into its fifth edition, this text does not shy away from the complexity of strategy but rather seeks to illuminate where it can and encourage debate and reflection at every turn. It shows that strategy is intimately connected with organizational politics and individual management styles, and is firmly grounded in the real world rather than pushing pure theory.

 

As well as offering a comprehensive overview of the huge body of academic knowledge in this area, The Strategy Process encourages a practical perspective through 36 substantial case studies. From modern multinationals to the battlefields of 19th century Europe, this book shows that strategy is everywhere, and understanding it is essential.

“Henry Mintzberg’s views are a breath of fresh air which can only encourage the good guys.” The Observer

 “My favourite management book of the last 25 years? No contest. The Rise & Fall of Strategic Planning.” Tom Peters, managment guru

Strategy is the most prestigious but also the most confusing part of business. Managers are constantly bombarded with new jargon and the latest fads promising the magic bullet for every strategic problem. The world of strategy can seem to be an impenetrable jungle. Strategy Safari presents a powerful antidote to the dilemma of needing to know about strategy and yet not being able to find any comprehensible guidelines. This revised edition is a comprehensive, colourful and illuminating tour through the wilds of strategic management.

In this provocative, jargon-free and extremely readable guide, top strategy authors Mintzberg, Ahlstrand & Lampel clearly set out and critique each of the ten major schools of strategic management thinking to help you grasp what you really need to know.

Take the strategy safari – your business will thank you for it.

"Henry Mintzberg's views are a breath of fresh air which can only encourage the good guys." The Observer

Tied up in knots by KPIs? Confused by core competencies? Management doesn’t have to be this way. In fact, it shouldn’t be!

One of today’ best-known and most controversial thinkers on management has joined forces with other leading business figures to provide a thought-provoking mix of writing on management. The cutting edge views depicted in this book are controversially the opposite of what is often held up as the truth in management.

Management? Its Not What you Think! brings readers an unusual mix of perspectives to help stimulate more creative management thinking and more enjoyable, challenging and more productive ways to lead their teams. This is a book readers can dip into, a book they can savour, a book that won’t fail to get them reflecting on what management really is…

 

SWOTed by strategy models? Crunched by analysis?  Strategy doesn’t have to be this way.

Strategy is really all about being different. Thinking about it shouldn't make you reach for the snooze button.

Strategy Bites Back brings you a provocative, imaginative and surprising mix of perspectives to help stimulate more creative strategic thinking and more enjoyable strategy making. From voices as diverse as  and Lucy Kellaway, Mao Tse Tung and Jack Welch, even Michael Porter and Gary Hamel, you can enjoy exploring the sharper side of strategy.

Strategy as a Little Black Dress Forecasting: Whoops! Management and Magic Strategy and the Art of Seduction The Soft Underbelly of Hard Data Strategy as destiny       Jack Welch on Planning The Seven Deadly Sins of Planning Strategy One Step at a Time

and many, many more.

Why not have a good time reading a strategy book for a change?

The business of culture is the business of designing, producing, distributing, and marketing cultural products. Even though it gives employment to millions, and is the main business of many large and small organizations, it is an area that is rarely studied from a strategic management perspective. This book addresses this void by examining a wide range of cultural industries--motion pictures, television, music, radio, and videogames--from such a perspective. The articles included in this book will be helpful to individuals who seek a better understanding of organizations and strategies in the entertainment and media sector. But it should also provide valuable insights to managers and entrepreneurs who operate in environments that share the creative uncertainty and performance ambiguity that characterize most cultural industries.

The business of culture is the business of designing, producing, distributing, and marketing cultural products. Even though it gives employment to millions, and is the main business of many large and small organizations, it is an area that is rarely studied from a strategic management perspective. This book addresses this void by examining a wide range of cultural industries--motion pictures, television, music, radio, and videogames--from such a perspective. The articles included in this book will be helpful to individuals who seek a better understanding of organizations and strategies in the entertainment and media sector. But it should also provide valuable insights to managers and entrepreneurs who operate in environments that share the creative uncertainty and performance ambiguity that characterize most cultural industries.

The editors of this Handbook, Benson Honig, Joseph Lampel and Israel Drori, define organizational ingenuity as 'the ability to create innovative solutions within structural constraints using limited resources and imaginative problem solving'. They examine the dichotomy between organizational freedom and necessity in order to better understand the role of ingenuity in the success of an organization.Organizational ingenuity is essential for effective action in a world where resources are increasingly scarce and regulations are ever more demanding. The authors examine existing models of this phenomenon and offer case studies and theoretical perspectives that illuminate the processes that shape high-quality outcomes. The Handbook concludes with a theoretical summary and a discussion of future research opportunities.This coherent collection, with rich and varied contributions from leading entrepreneurial thinkers, will appeal to students and scholars of business and entrepreneurship as well as to practitioners interested in creativity and innovation.Contributors: A. Banerjee, S. Clegg, L.W. Cox, M. Pina e Cunha, I. Drori, G. Gorse, P. Groenewegen, B. Honig, J. Koch, J.M. Korhonen, J. Lampel, S.R.H. Mariano, F. Masciarelli, J. Matthews, D.T. Methé, J. Moraes, P. Neves, P. Oliveira, A. Prencipe, A. Rego, W. Rothmann, T. Sagiv, N. Senf, J.G. Shearer, A.C.O. Siqueira, A.M.C.E. Stam, L. Välikangas, I.A.M. Wakkee, D.B. Zoogah

Breaking new ground in research on temporary organizations, thisvolume of Research in the Sociology of Organizations brings togetherpapers that examine how temporary organizations navigate the tensions and dealwith the paradoxes that are the consequences of temporal limitation. This volume explores diverse forms of temporary organizationsincluding: animation festivals, cultural celebrations, unconferences, start-upaccelerators, humanitarian emergency response, strategic initiatives, projectsand megaprojects, project portfolios and networks of projects. This volume uses3 key questions to unify this empirical diversity:1. The paceand rhythm of temporary organizing: how do conflicting temporal norms shapework and life in temporary organizations? 2. What arethe tactics and practices that temporary organizations develop when dealingwith the tensions and paradoxes they confront? 3. Whenrelying for resources and working on behalf of permanent organizations, how dotemporary organizations deal with the tensions between attachment to, anddetachment from, permanent organizations.