战略过程——概念、情境、案例（第4版）.docVIP

战略过程—概念、情境、案例 （第4版） （工商管理经典教材·英文影印版） chapter 1: strategies MINTZBERG, FIVE Ps FOR STRATEGY Summary of Reading Strategy has been defined in one way, but used implicitly in different ways. Most people define strategy as a plan: a consciously intended course of action. Plans are made in advance of the actions to which they apply, and they are developed consciously and purposefully. Strategy can also be a ploy: a manoeuvre intended to outwit an opponent or competitor. But defining strategy as a plan is not sufficient; we need a definition that encompasses the resulting behaviour. Strategy may be a pattern; a 房地产E网 / 倍讯易 / stream of action. By this definition, strategy is consistency in behaviour, whether or not intended. Even though few people would define strategy this way, many seem at one time or another use it in this way. The fourth definition is that strategy is a position, i.e., a means of locating an organization in what organization theorists like to call an environment. This definition is compatible with all the others; a position may be pre-selected and sought through a plan, or it may be reached or found through a pattern of behaviour. Even though most positional definitions are based on the idea of competition, this view may be based on the achievement of any viable position, whether or not directly competitive. Strategy as a position has recently been extended to Collective strategy, i.e., cooperation between organizations. Finally, strategy is a perspective, its content consisting not just of a chosen position, but also of an ingrained way of perceiving the world. In this view, strategy is to the organization what personality is to the individual. It suggests that strategy is a concept, that all strategies are abstractions, which exist only in the minds of interested parties. What is of key importance here is that the perspective is shared. Plans and patterns may be independent: plans may go unrealized; patterns may appear without preconception. Where