Strategic management: Historical aspects and contemporary perspectives

David L. Rainey

doi:10.1017/CBO9780511805943.004

2 - Strategic management: Historical aspects and contemporary perspectives

from Part I - Context: Laying the foundation and the underpinnings of ESM

Published online by Cambridge University Press: 05 June 2012

David L. Rainey

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David L. Rainey: Affiliation:
Rensselaer Polytechnic Institute, New York

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Summary

Introduction

Strategic management is a high-level management construct that is well defined and understood by most executives, strategic leaders, strategists, practitioners, and business scholars. It initially focused on strategic leadership, business policies, and long-range planning. It evolved from the poorly articulated management constructs involving business policy during the 1950s and earlier to the more formal strategic management methodologies of the 1970s. Kenneth Andrews (1916–2005) of Harvard Business School and H. Igor Ansoff (1918–2002) of Massachusetts Institute of Technology were two of the renowned pioneers of strategic management and strategic business planning (SBP). Today, strategy management is one of the most well-known and frequently used constructs in business management. Andrews defined it thus:

Corporate strategy is the pattern of decisions in a company that determines and reveals its objectives, purposes, or goals, produces the principal policies and plans for achieving those goals, and defines the range of businesses the company is to pursue, the kind of economic and human organization it is or intends to be, and the nature of the economic and non-economic contribution it intends to make to its shareholders, employees, customers, and communities. In an organization of any size or diversity, “corporate strategy” usually applies to the whole enterprise while “business strategy,” less comprehensively defines the choices of product or service and market of individual businesses within the firm. Business strategy is the determination of how a company will compete in a given business and position itself among its competitors. Corporate strategy defines the businesses in which a company will compete, preferably in a way that focuses resources to convert distinctive competence into competitive advantages.

Type: Chapter
Information: Enterprise-Wide Strategic Management
Achieving Sustainable Success through Leadership, Strategies, and Value Creation
, pp. 68 - 112

DOI: https://doi.org/10.1017/CBO9780511805943.004 [Opens in a new window]

Publisher: Cambridge University Press

Print publication year: 2009

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References

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Taylor, Frederick Winslow, The Principles of Scientific Management (New York: Harper & Row, 1911)Google Scholar

Fayol, Henri, General and Industrial Management, revised edition (New York: IEEE, 1984)Google Scholar

Follett, Mary Parker, Dynamic Administration (New York: Harper & Row, 1941)Google Scholar

Mayo, Elton, The Problems of an Industrial Civilization (Andover, MA: Harvard University, 1945)Google Scholar

Drucker, Peter, Concept of the Corporation (New York: The John Day Company, Inc., 1946, 1972, p. 176)Google Scholar

Drucker, Peter, The Principles of Management (New York: Harper & Row, 1954, p. 63)Google Scholar

Kaplan, Robert S. and Norton, David P., The Balanced Scorecard: Translating Strategy into Action (Boston, MA: Harvard Business School Press, 1996, p. 9)Google Scholar

Drucker, Peter, Management ● Tasks ● Responsibilities ● Practices (New York: Harper & Row, Publishers, 1973, 1974, pp. xii–xiii)Google Scholar

McGregor, Douglas, The Human Side of Enterprise (New York: McGraw-Hill Book Company, 1960)Google Scholar

Levitt, Theodore, “Marketing Myopia,” Harvard Business Review, July–August 1960, pp. 45–56Google Scholar

Innovation in Marketing: New Perspectives for Profit and Growth (New York: McGraw-Hill, 1962)

Chandler, Jr. Alfred, Strategy and Structure: Chapter in the History of American Industrial Enterprise (Cambridge, MA: The MIT Press, 1962)Google Scholar

Mintzberg, Henry, The Strategy of Organizations: A Synthesis of the Research (Upper Saddle River, NJ: Prentice Hall, 1979)Google Scholar

Quinn, James Brian, Mintzberg, Henry, and James, Robert M., The Strategy Process: Concepts, Context and Cases (New York: Prentice Hall, 1988, pp. 277–279)Google Scholar

Porter, Michael, Competitive Strategy: Techniques for Analyzing Industries and Competitors (New York: The Free Press, 1980, pp. 4 and 35)Google Scholar

Porter, Michael, Competitive Advantage: Creating and Sustaining Superior Performance (New York: Free Press, 1985, pp. 33–61)Google Scholar

Deming, W. Edwards, Out of the Crisis (Cambridge, MA: MIT Center for Advanced Engineering Study, 1982, p. 19)Google Scholar

Delavigne, Kenneth T. and Robertson, J. Daniel, Deming's Profound Changes (Englewood Cliffs, NJ: PTR Prentice Hall, 1994, pp. 265–268)Google Scholar

Ohmae, Kenichi, The Mind of the Strategists: The Art of Japanese Business (New York: McGraw-Hill, 1982)Google Scholar

Hammer, Michael and Champy, James, Reengineering the Corporation: A Manifesto for Business Revolution (New York: Harper Business, 1993, p. 32)Google Scholar

Senge, Peter M., The Fifth Discipline: The Art and Practice of the Learning Organization (New York: Currency/Doubleday, 1990, p. 8)Google Scholar

Hamel, Gary and Prahalad, C. K., Competing for the Future (Boston, MA: Harvard Business School Press, 1994)Google Scholar

Hamel, Gary, Leading the Revolution (Boston, MA: Harvard Business School Press, 2000, pp. 62–66)Google Scholar

Gilmore, F. F. and Brandenburg, R. G., “Anatomy of Corporate Planning,” Harvard Business Review, vol. 40, no. 6, November–December 1962, pp. 61–69Google Scholar

Ansoff, H. Igor, Corporate Strategy (New York: McGraw-Hill, 1965, pp. 202–203)Google Scholar

Ansoff, H. Igor, “Strategies for Diversification,” Harvard Business Review, vol. 35, September–October 1957, pp. 113–124Google Scholar

Learned, Edmund, Christensen, C. R., Andrews, K. R., and Guth, W. D., Business Policy: Text and Cases (Homewood, IL: Richard D. Irwin, 1965)Google Scholar

Mintzberg, Henry, The Rise and Fall of Strategic Planning (New York: Free Press, 1994, p. 36)Google Scholar

Steiner, George, Top Management Planning (London, UK: Macmillan, 1969, p. 33)Google Scholar

Pearce, John II and Robinson, Jr. Richard, Strategic Management: Formulation, Implementation and Control (New York: McGraw-Hill Irwin, 2005, p. 2)Google Scholar

Kurzweil, Ray, The Singularity Is Near (New York: Viking-Penguin Group, 2005, p. 512)Google Scholar

Watkins, Kevin, Human Development Report 2005: International Cooperation at the Crossroads; Aid, Trade and Security in an Unequal World (Oxford, UK: Oxford University Press, 2005, p. 222)Google Scholar

,World Commission on Environment and Development, Our Common Future (Oxford, UK: Oxford University Press, 1987)Google Scholar

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2 - Strategic management: Historical aspects and contemporary perspectives

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