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Strategy safari: A guided tour through the wilds of strategic management

by Henry Mintzberg, Bruce Ahlstrand and Joseph Lampel
  This jargon-free guide sets out and critiques the ten major schools of strategic management thinking, each of which presents part of the story, and concludes by presenting as much of a complete picture as is possible.
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Performance Prism: The Scorecard for Measuring and Managing Stakeholder Relationships


Andy Neely, Chris Adams, Mike Kennerley
  The Performance Prism presents an innovative and practical solution to this phenomenon and provides the answers to contemporary managing-with-measures challenges. It puts key stakeholders, and managing the organisation’s relationship with each of them, centre stage with a novel framework. And, unlike some other approaches to the subject, it provides a level of granularity that allows you to implement it successfully.
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Strategy Articles and Books

Articles, summaries and ideas based on the best strategy books

Strategy articles

Organizational Reality in Uncertain Times
What is strategy?
Michael E. Porter and the Notion of Strategy
Strategic HRM
Mergers and Acquisitions - the HR Dimension
Mergers and Acquisitions - Project Planning
Mergers and Acquisitions - some Definitions
Filling the Glass: The Skeptic's Guide to Positive Thinking in Business
The adult learner - andragogy
Induction - orienting new employees
The role of the trainer
Learning Organizations
The entrepreneur - starting your own business
Entrepreneurship: Do YOU Have What It Takes?
Chicken Soup Author's 4 Steps to Massive Success Formula
Why is HRM increasingly important?
High Performance Management Systems
The Harvard Map of HRM
Stakeholder theory

Strategy Books

The Rise and Fall of Strategic Planning: Reconceiving Roles for Planning, Plans, Planners

by Henry Mintzberg
  In this definitive and revealing history, Henry Mintzberg, the iconoclastic former president of the Strategic Management Society, unmasks the press that has mesmerized so many organizations since 1965: strategic planning. One of our most brilliant and original management thinkers, Mintzberg concludes that the term is an oxymoron -- that strategy cannot be planned because planning is about analysis and strategy is about synthesis.
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The HR Guide to Mergers and Acquisitions in Europe
by James F. Klein, Robert-Charles Kahn
  James F. Klein and Robert-Charles Kahn provide a practical, hands-on guide to successfully integrating HR functions following any merger or acquisition within Europe. The book guides you step-by-step, providing the methodology, tools, sequence of events and necessary material. It includes comparative tables, tips and stories illustrating the differences, specific issues and pitfalls that are particular to the different European countries.
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Strategy and Human Resource Management

Peter Boxall, John Purcell
  How is human resource management (HRM) strategic to a firm's viability and how might it help to lay a basis for sustained competitive advantage? How can managers pursue their goals for labour productivity and organisational flexibility in socially acceptable ways? This book explores such questions. The authors develop a conceptual framework to provide an exploration of the growing field of strategic HRM.
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Competitive Strategy: Techniques for Analyzing Industries and Competitors

by Michael E. Porter
  Electrifying in its simplicity - like all great breakthroughs - COMPETITIVE STRATEGY captures the complexity of industry competition in five underlying forces. Author Michael Porter introduces one of the most powerful competitive tools yet developed: his three generic strategies - lowest cost, differentiation, and focus - which bring structure to the task of strategic positioning. He shows how competitive advantage can be defined in terms of relative cost and relative prices, thus linking it directly to profitability, and presents a whole new perspective on how profit is created and divided.
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Strategy Maps: Converting Intangible Assets into Tangible Outcomes

by Robert Kaplan, David P. Norton
  Kaplan and Norton argue that the most critical aspect of strategy-implementing it in a way that ensures sustained value creation-depends on managing four key internal processes: operations, customer relationships, innovation, and regulatory and social processes. The authors show how companies can use strategy maps to link those processes to desired outcomes; evaluate, measure, and improve the processes most critical to success; and target investments in human, informational, and organizational capital.
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Good to Great: Why Some Companies Make the Leap... and Others Don't

by Jim Collins
  The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?
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Blue Ocean Strategy

Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant

by W. Chan Kim, Renée Mauborgne
In a book that challenges everything you thought you knew about the requirements for strategic success, W. Chan Kim and Renée Mauborgne argue that cutthroat competition results in nothing but a bloody red ocean of rivals fighting over a shrinking profit pool. Based on a study of 150 strategic moves spanning more than a hundred years and thirty industries, the authors argue that lasting success comes not from battling competitors, but from creating "blue oceans": untapped new market spaces ripe for growth. Such strategic moves-which the authors call "value innovation"- create powerful leaps in value that often render rivals obsolete for more than a decade.
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Preventing Strategic Gridlock 

Preventing Strategic Gridlock: Leading Over, Under & Around Organizational Jams to Achieve High Performance Results

by Pamela S. Harper
Find out why strategies and initiatives that looked good during planning end up mysteriously snarled in a tangled web of persistent organizational problems ("strategic gridlock") during execution.
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The Human Equation

The Human Equation: Building Profits by Putting People First

Jeffrey Pfeffer
  Instead of cutting costs as a means to increase profits, companies should focus more on building revenue by relying on solid people-management skills. Through dozens of examples, Pfeffer demonstrates that successful companies worry more about people and the competence in their organizations than they do about having the right strategy. Pfeffer contends that the strategy part is relatively easy--it's the day-to-day execution that's hard. Companies that understand the relationship between people and profits are the ones that usually win in the long run.
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