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The strategy process: concepts, contexts, cases 4th edition

— Mintzberg, Henry..[et.al] - Nama Orang;

The first edition of this text offered a chapter format that was new to the strategy field. Unlike most others, it had no specific chapter or section devoted to "omplemetation" per se. The assumption in other texts is that strategy is formulated and the implemented, with organizational structures, control systems, and the like following obediently behind strategy. In this text, as in reality, formulation and implementation are intertwined as complex interactive processes in which politics, values, organizational culture, and management styles determine or constrain particular strategic decisions. And strategy , structure, and systems mix together in complicated ways to influence outcomes. While stratgy formulation and implementation may be separated in some situations-perhaps in crises, in some totally new ventures, as well as in organizations facing predictable futures-these events are far from typical. We certainly do not believe in building a whole book (let alone a whole field) around this conceptual distinction.

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