Resume

The strategy process : concepts, contexts, cases
Henry Mintzberg ... [et al.]
17727056

TABLE DES MATIÈRES

1.    Strategies
   1.1   The Five P's for Strategy
    1.2    Strategies for Change
   1.3   What is Strategy?
   1.4    Reflecting on the Strategy Process

2.    Strategists
    2.1    The Manager's Job
    2.2    Artists, Craftsmen, and Technocrats
    2.3   Good Managers Don't Make Policy Decisions
    2.4   The Leader's New Work Building Learning Organizations
    2.5   In Praise of Middle Managers

3.   Formulating Strategy
    3.1    Formulating Strategy
    3.2    Evaluating Business Strategy
    3.3   Strategic Intent/Harvard

4.   Analyzing Strategy
    4.1    How Competitive Forces Shape Strategy
    4.2    Looking Inside Competitive Advantage
    4.3    Sustaining Superior Performance
    4.3   Competitive Maneuvering
    4.4    Generic Strategies
    4.5   A Guide to Strategic Positioning

5.   Strategy Formation
    5.1   Crafting Strategy
    5.2    Strategy as Strategic Decision Making
    5.3    The Honda Effect
    5.4    Learning from Honda

6.   Strategic Change
    6.1   Transforming Organizations
    6.2   Convergence and Upheaval
    6.3    Logical Incrementalism
    6.4    The Crescendo Model of Rejuvenation

7.   Cognition
    7.1   When it Comes to Real Change
    7.2    Strategy as Cognition

8.    Organization
    8.1    The Structuring of Organizations
    8.2    Strategy and Organization Planning
    8.3    The Design of New Organizational Forms

9.   Technology
    9.1   Customizing Customization
    9.2    Avoiding the Pitfalls of Emerging Technology

10. Collaboration
    10.1   Collaborating to Compete
    10.2    Why Create Alliances
    10.3    Creating Knowledge through Collaboration

11.   Globalization
    11.1   Managing Across Borders
    11.2    Global Strategy in a World of Nations?
    11.3    Seven Myths Regarding Global Strategies

12.    Values
    12.1    New Values, Morality, and Strategic Ethics
    12.2    Leadership in Administration
    12.3    A New Manifesto for Management

13.    Managing Start-Ups
    13.1    The Entrepreneurial Organization
    13.2    Competitive Strategy in Emerging Industries
    13.3    How Entrepreneurs Craft Strategies That Work

14.    Managing Maturity
   14.1    The Machine Organization
    14.2    Cost Dynamics
    14.3    Innovation in Bureaucracy
    14.4    New Competitive Strategies

15.   Managing Experts
    15.1    The Professional Organization
    15.2    Managing Expertise
    15.3    Balancing the Professional Service Firm
    15.4    Covert Leadership

16.    Managing Innovation
    16.1    The Innovative Organization
    16.2    Managing in the Whitespace
    16.3    Anticipating the Cellular Form
    16.4    The Core Competencies of Project-Based Firms

17.    Managing Diversity
    17.1    The Diversified Organization
    17.2    Managing Large Groups in the East and West
    17.3    From Competitive Advantage to Corporate Strategy

18.   Managing Otherwise
    18.1    Beyond Configuration
    18.2    Disposable Organization
    18.3    Strategy Innovation and the Quest for Value
    18.4    How We Went Digital without a Strategy
    18.5    Managing Quietly

CASES

Case 1 : Robin Hood
Case 2 : Astral Records, Ltd., North America
Case 3 : MacArthur and the Philippines
Case 4 : Rudi Gassner and the Executive Committee of BMG International
Case 5 : Arista Records
Case 6 : Algodonera Del Plata
Case 7 : HBO
Case 8 : IMPSAT
Case 9 : Canon: Competing on Capabilities
Case 10 : MP3.COM
Case 11 : WFNX-101.7FM and Boston's Radio Wars
Case 12 : Beijing Mirror Corporation
Case 13 : Lufthansa 2000.
Case 14 : London Free Press Case—Strategic Change
Case 15 : NBC
Case 16 : LVMH : Taking the Western Art de Vivre to the World
Case 17 : Kami Corporation
Case 18 : Strategic Planning at the New York Botanical Garden.
Case 19 : Napoleon Bonaparte: Victim of an Inferior Strategy?
Case 20 : Honda Motor Company 1994
Case 21 : The Acer Group : Building an Asian Multinational.
Case 22 : AmBev: The Making of a Brazilian Giant.
Case 23 : Wipro Corporation
Case 24 : TV Asahi Theatrical Productions
Case 25 : Selkirk Group in Asia
Case 26 : Sportsmake : A Crisis of Succession
Case 27 : S.A. Chupa Chups
Case 28 : Mountbatten and India
Case 29 : Saatchi & Saatchi
Case 30 : McKinsey & Company : Managing Knowledge and Learning
Case 31 : Sony Regeneration.
Case 32 : Reorganization at Axion Consulting (A)
Case 33 : Reorganization at Axion Consulting (B)
Case 34 : Empire Plastics
Case 35 : Kao Corporation
Case 36 : Unipart Group of Companies
Case 37 : Workbrain
Case 38 : Warner Brothers
Case 39 : Intel
Case 40 : The National Bicycle Industrial Company
Case 41 : Novacare
Case 42 : Lechabile : IT as a People Business
Case 43 : Phil Chan
Case 44 : Natura
Case 45 : A Restaurant with a Difference.

27 novembre 2003