Strategy Formation and the Policy Context

Ansoff H.I. , Corporate Strategy: An Analytic Approach to Business Policy for Growth and Expansion, New York: McGraw-Hill, 1965. Porter, M.E., Competitive Strategy: Techniques for Analysing Industries and Competitors, New York: Free Press, 1980. Porter, M.E., Competitive Advantage: Creating and Sustaining Superior Performance, New York: Free press, 1985, Kay, J., Foundations of Corporate Success: How Business Strategies Add Value, Oxford: Oxford University Press, 1993. For a sympathetic but critical review of work in this tradition see Grant, R.M., Contemporary Strategy Analysis: Concepts, Techniques, Applications (2nd.ed.), Oxford: Blackwell, 1994.

Simon H.A. , The New Science of Management Decision, New York: Harper & Row, 1960. Lindblom, C.E., ‘The science of muddling through’. Public Administration Review, 19, 1959, pp.79–88.

The main contributor here has been Henry Mintzberg. See, for example, Mintzberg H. , Mintzberg on Management: Inside our Strange World of Organizations, New York: Free Press, 1989, chapters 2–4.

Johnson G. , Strategic Change and the Management Process, Oxford: Blackwell, 1987. Schwenk, C.R., ‘Cognitive simplification processes in strategic decision making’, Strategic Management Journal, 5, 1984, pp.111–128; ‘The cognitive perspective on strategic decision making’, Journal of Management Studies, 25, 1988, pp. 41–55.

Janis I.L. , Victims of Groupthink, New York: Houghton Mifflin, 1972; ‘Sources of error in strategic decision making’, in Pennings, J.H., ed., Organizational Strategy and Change, San Francisco: Jossey-Bass, 1985. Pettigrew, A.M., The Politics of Organisational Decision Making, London: Tavistock, 1973; ‘Strategy formulation as a political process’, International Studies of Management and Organisation, 7(2), 1977, pp.72–87.

For multiple conceptualisations see for example Chaffee E.E. , ‘Three models of strategy’, Academy of Management Review, 10, 1985, pp. 89-98. Fredrickson, J.W., ‘Strategy process: questions and recommendations’, Academy of Management Review, 8, 1983, pp. 565–75. For multiple modes of strategy formation see for example Mintzberg, H., ‘Strategy making in three modes’, California Management Review, 16 (2), 1973. Mintzberg, H., and Waters, J.A., ‘Of strategies, deliberate and emergent’, Strategic Management Journal, 6, 1985, pp.465–499.

Quinn J.B. , Strategies for Change: Logical Incrementalism, Homewood Ill.: Richard D.Irwin, 1980.

Ginter P.M. Rucks A.C. and Duncan W.J. ‘Planners’ perceptions of the strategic management process’, Journal of Management Studies, 22, 1985, pp. 581-596.

Kuhn T.S. , The Structure of Scientific Revolutions, Chicago: University of Chicago Press, 1962; 2nd edition 1970.

See for example Barnes B. , T.S.Kuhn and Social Science, New York: Macmillan, 1982. Schaffer, S.,& Shapin, S., “Leviathan” and the Air-Pump: Hobbes, Boyle and the Experimental Life, Princeton: Princeton University Press, 1985. Rudwick, M.J.S., The Great Devonian Controversy: The Shaping of Scientific Knowledge among Gentlemanly Specialists, Chicago: University of Chicago Press, 1985. Pickering, A., Constructiong Quarks: A Sociological History of Particle Physics, Chicago: University of Chicago Press, 1984.

For a range of responses to Kuhn's work, including Popper's, see Lakatos, I. , & Musgrave, A. , (eds.) Criticism and the Growth of Knowledge, Cambridge: Cambridge University press, 1970.

Spender J.-C. , Industry Recipes: The Nature and Sources of Managerial Judgement, Oxford: Blackwell, 1989.