Strategic Management and Core Competencies: Theory and Application

By Anders Drejer | Go to book overview

1

The History of Strategic Management
No one should grow up without a sense of history. History contains many clues to why things are the way they are today. This chapter is concerned with the history of strategic management as a theoretical and practical discipline and is an important prelude to the contents of this book.
SCHOOLS OF THOUGHT ABOUT STRATEGY
There is a rule of thumb from psychology that a person can think about seven-plus-minus-two things at any one given moment in time. In fact, Henry Mintzberg (1999) makes a point of making clear to his readers that he, a strategist, can think about ten schools of thought about strategic management. I am aware of my shortcomings when I assert that strategic management is divided into four schools of thought when viewed in a historical light.
• The school of long-range planning that originated after World War II as army officers returned from war to corporate life and took their military concepts with them.
• The school of strategic planning that originated in the 1960s as the field of strategic management became academic and filled with models and theories.
• The school of product-market strategy that originated in the 1970s as the oil crisis of those days signaled the need for a more dynamic notion of strategy.
• The latest school of complex strategic management that originated in the late 1980s as a general feeling grew that product-market

-1-

Notes for this page

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this book

This book has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this book

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this page

Cited page

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited page

Bookmark this page
Strategic Management and Core Competencies: Theory and Application
Table of contents

Table of contents

  • Title Page iii
  • Contents vii
  • Contents ix
  • Preface xiii
  • Introduction xvii
  • 1 - The History of Strategic Management 1
  • 2 - The Alphabet Soup of Strategic Management 25
  • 3 - What Shaped Competence-Based Strategy? 47
  • 4 - Competence-Based Strategy So Far 77
  • 5 - Toward a New Perception of Competencies 101
  • 6 - A Framework for Competence-Based Strategy 123
  • 7 - Identification and Analysis of Competencies 147
  • 8 - Competence Development 179
  • Bibliography 213
  • Index 223
  • About the Author 225
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this book

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Full screen
/ 229

matching results for page

Cited passage

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited passage

Welcome to the new Questia Reader

The Questia Reader has been updated to provide you with an even better online reading experience.  It is now 100% Responsive, which means you can read our books and articles on any sized device you wish.  All of your favorite tools like notes, highlights, and citations are still here, but the way you select text has been updated to be easier to use, especially on touchscreen devices.  Here's how:

1. Click or tap the first word you want to select.
2. Click or tap the last word you want to select.

OK, got it!

Thanks for trying Questia!

Please continue trying out our research tools, but please note, full functionality is available only to our active members.

Your work will be lost once you leave this Web page.

For full access in an ad-free environment, sign up now for a FREE, 1-day trial.

Already a member? Log in now.