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Summary Strategy An International
Perspective Bob De Wit 6th Edition
STRATEGY
An International Perspective
Bob De Wit
Table Of Content
Chapter 1 Introduction ......................................................................................................................................... 3
Reading 1.1 Complexity: The Nature Of Real World Problems......................................................................... 5
Reading 1.2 Managing Strategic Contradictions ............................................................................................... 6
Reading 1.3 Cultural Constraints In Management Theories ............................................................................. 9
Chapter 2 Strategizing......................................................................................................................................... 10
Reading 2.1 Explicating Dynamic Capabilities ................................................................................................. 13
Reading 2.2 Exploring Intuition And Its Role In Managerial Decision Making ................................................ 13
Reading 2.3 Psychological Foundations Of Dynamic Capabilities ................................................................... 14
Chapter 3 Missioning And Visioning ................................................................................................................... 15
Reading 3.1 The Social Responsibility Of Business To Increase Its Profits ...................................................... 19
Reading 3.2 Stockholders And Stakeholders: A New Perspective On Corporate Governance ....................... 19
Reading 3.3 Creating Shared Value ................................................................................................................. 19
Chapter 4 Business Level Strategy ...................................................................................................................... 20
Reading 4.1 Strategy From The Outside In ..................................................................................................... 23
Reading 4.2 Firm Resources And Sustained Competitive Advantage ............................................................. 24
Reading 4.3 Dynamic Capabilities And Strategic Management ...................................................................... 25
Chapter 5 Corporate Level Strategy.................................................................................................................... 28
Reading 5.1. Strategy And The Business Portfolio .......................................................................................... 31
Reading 5.2 The Core Competence Of The Corporation ................................................................................. 33
Reading 5.3 Seeking Synergies ........................................................................................................................ 34
Chapter 6 Network Level Strategy ...................................................................................................................... 37
Reading 6.1 Collaborate With Your Competitors – And Win .......................................................................... 40
Reading 6.2 Creating A Strategic Center To Manage A Web Of Partners ....................................................... 41
Reading 6.3 Coevolution In Business Ecosystems ........................................................................................... 43
Chapter 7 Strategy Formation ............................................................................................................................ 45
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Reading 7.1 Managing The Strategy Process .................................................................................................. 47
Reading 7.2 Logical Incrementalism................................................................................................................ 48
Reading 7.3 Strategic Planning In A Turbulent Environment .......................................................................... 48
Chapter 8 Strategic Change ................................................................................................................................ 50
Reading 8.1 Reengineering Work: Don’t Automate, Obliterate ..................................................................... 53
Reading 8.2 Building Learning Organizations .................................................................................................. 54
Reading 8.3 Ambidextrous Organizations: Managing Evolutionary And Revolutionary Change .................... 55
Chapter 9 Strategic Innovation ........................................................................................................................... 57
Reading 9.1 Kaizen .......................................................................................................................................... 60
Reading 9.2 The Innovator’s Dilemma ............................................................................................................ 60
Reading 9.3. Exploration And Exploitation In Organizational Learning .......................................................... 61
Chapter 10 The Industry Context........................................................................................................................ 62
Reading 10.1 How Industries Evolve............................................................................................................... 65
Reading 10.2 Blue Ocean Strategy .................................................................................................................. 66
Reading 10.3 Living On The Fault Line ............................................................................................................ 67
Chapter 11 The Organizational Context.............................................................................................................. 69
Reading 11.1 Defining Leadership And Explicating The Process ..................................................................... 71
Reading 11.2 Strategy As Order Emerging From Chaos .................................................................................. 72
Reading 11.3 Dual Leadership......................................................................................................................... 73
Chapter 12 The International Context ................................................................................................................ 75
Reading 12.1 The Globalization Of Markets ................................................................................................... 78
Reading 12.2 The Myth Of Globalization ........................................................................................................ 79
Reading 12.3 Clusters And The New Economics Of Competition ................................................................... 81
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Chapter 1 Introduction
There Is No Widespread Definition Of Strategy. Therefore, It Is Not Given In This Chapter. The Term Cannot
Be Summarized Into Broadly Agreed Upon Definitions, Rules, Matrices And Flow Charts Because Of Different
Opinions And Disagreements On Key Concepts Of Strategy.
Abraham Maslow Hammer And Nail Analogy: If The Only Tool You Have Is A Hammer, You Treat Everything
Like A Nail. Do Not Only View Strategic Issues (Nails) With Only One Theory (Hammer).
2 Approaches To Look At Issues:
- Tools Driven
Problem Driven; Understanding Problems Comes First, While Searching For The Appropriate Tools Is Based
On The Types Of Problems. This Approach Is Adopted By The Book. Each Chapter Discusses A Large Strategy
Issue Led By Paradoxes (Page 13 Figure 1.6). In The Book, Strategy Tensions Are Presented As Strategy
Paradoxes.
Overview Of The Book
Section I
Strategists: Rational Actors Who Identify, Determine, Evaluate, Translate And Carry Out, Based On Rigorous
Logic And Extensive Knowledge Of All Important Factors (=Cognitive Process).
However, Writers Argue That The True Nature Of Strategic Thinking Is More Intuitive And Creative
(Imagination And Judgement) Than Rational (Analysis And Logic).
Making Strategy Is A Means For Reaching Particular Objectives, And Thus Not An End In Itself.
Organizations Exist To Fulfil A Purpose And Strategies Are Employed To Ensure That The Organizational
Mission And Vision Are Realized. The Purpose Of Existence For Organizations Is Not Universal Even Though
This Purpose Might Seen Self-Evident. E.G. Make Money (Serve Shareholders) Versus Fulfil Interests Of
Stakeholders (Serve Stakeholders).
Three Distinguishable Dimensions Of Strategy That Can Be Recognized In Strategic Problem Situations:
- Strategy Content (Part II): The Combined Decisions And Choices That Lead A Company Into The Future.
Concerned With The What Of Strategy.
- Strategy Process (Part III): The Manner In Which Strategies Come About. Concerned With The
How, Who, When Of Strategy.
- Strategy Context (Part IV): The Set Of Circumstances Under Which Both The Strategy Content And
The Strategy Process Are Determined. Concerned With The Where Of Strategy.
➔ Page 5 Figure 1.1
The Three Dimensions Interact. In Order For A Strategist To Have A Real Depth Of Comprehension,
Understanding Of All Three Dimensions Is Needed. It Is Possible To Focus On One Dimensions Whilst Keeping
The Other Two In Mind (E.G. To Have A Focused Discussion).
Most Strategy Research Is Atomistic (>< Holistic); Focusing On Just A Few Variables At Once. E.G. Focus On
One Dimension Of Strategy.
Section II
Each Strategy Is Essentially Unique.
Most Common Levels Of Aggregation Distinguished In The Strategic Management Literature: Functional,
Business And Corporate.
➔ Page 7 Figure 1.2
- Functional: Refer To Questions Regarding Specific Functional Aspects Of A Company (E.G.
Marketing, Finance, Operations).
3
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Summary Strategy An International
Perspective Bob De Wit 6th Edition
STRATEGY
An International Perspective
Bob De Wit
Table Of Content
Chapter 1 Introduction ......................................................................................................................................... 3
Reading 1.1 Complexity: The Nature Of Real World Problems......................................................................... 5
Reading 1.2 Managing Strategic Contradictions ............................................................................................... 6
Reading 1.3 Cultural Constraints In Management Theories ............................................................................. 9
Chapter 2 Strategizing......................................................................................................................................... 10
Reading 2.1 Explicating Dynamic Capabilities ................................................................................................. 13
Reading 2.2 Exploring Intuition And Its Role In Managerial Decision Making ................................................ 13
Reading 2.3 Psychological Foundations Of Dynamic Capabilities ................................................................... 14
Chapter 3 Missioning And Visioning ................................................................................................................... 15
Reading 3.1 The Social Responsibility Of Business To Increase Its Profits ...................................................... 19
Reading 3.2 Stockholders And Stakeholders: A New Perspective On Corporate Governance ....................... 19
Reading 3.3 Creating Shared Value ................................................................................................................. 19
Chapter 4 Business Level Strategy ...................................................................................................................... 20
Reading 4.1 Strategy From The Outside In ..................................................................................................... 23
Reading 4.2 Firm Resources And Sustained Competitive Advantage ............................................................. 24
Reading 4.3 Dynamic Capabilities And Strategic Management ...................................................................... 25
Chapter 5 Corporate Level Strategy.................................................................................................................... 28
Reading 5.1. Strategy And The Business Portfolio .......................................................................................... 31
Reading 5.2 The Core Competence Of The Corporation ................................................................................. 33
Reading 5.3 Seeking Synergies ........................................................................................................................ 34
Chapter 6 Network Level Strategy ...................................................................................................................... 37
Reading 6.1 Collaborate With Your Competitors – And Win .......................................................................... 40
Reading 6.2 Creating A Strategic Center To Manage A Web Of Partners ....................................................... 41
Reading 6.3 Coevolution In Business Ecosystems ........................................................................................... 43
Chapter 7 Strategy Formation ............................................................................................................................ 45
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Reading 7.1 Managing The Strategy Process .................................................................................................. 47
Reading 7.2 Logical Incrementalism................................................................................................................ 48
Reading 7.3 Strategic Planning In A Turbulent Environment .......................................................................... 48
Chapter 8 Strategic Change ................................................................................................................................ 50
Reading 8.1 Reengineering Work: Don’t Automate, Obliterate ..................................................................... 53
Reading 8.2 Building Learning Organizations .................................................................................................. 54
Reading 8.3 Ambidextrous Organizations: Managing Evolutionary And Revolutionary Change .................... 55
Chapter 9 Strategic Innovation ........................................................................................................................... 57
Reading 9.1 Kaizen .......................................................................................................................................... 60
Reading 9.2 The Innovator’s Dilemma ............................................................................................................ 60
Reading 9.3. Exploration And Exploitation In Organizational Learning .......................................................... 61
Chapter 10 The Industry Context........................................................................................................................ 62
Reading 10.1 How Industries Evolve............................................................................................................... 65
Reading 10.2 Blue Ocean Strategy .................................................................................................................. 66
Reading 10.3 Living On The Fault Line ............................................................................................................ 67
Chapter 11 The Organizational Context.............................................................................................................. 69
Reading 11.1 Defining Leadership And Explicating The Process ..................................................................... 71
Reading 11.2 Strategy As Order Emerging From Chaos .................................................................................. 72
Reading 11.3 Dual Leadership......................................................................................................................... 73
Chapter 12 The International Context ................................................................................................................ 75
Reading 12.1 The Globalization Of Markets ................................................................................................... 78
Reading 12.2 The Myth Of Globalization ........................................................................................................ 79
Reading 12.3 Clusters And The New Economics Of Competition ................................................................... 81
2
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Chapter 1 Introduction
There Is No Widespread Definition Of Strategy. Therefore, It Is Not Given In This Chapter. The Term Cannot
Be Summarized Into Broadly Agreed Upon Definitions, Rules, Matrices And Flow Charts Because Of Different
Opinions And Disagreements On Key Concepts Of Strategy.
Abraham Maslow Hammer And Nail Analogy: If The Only Tool You Have Is A Hammer, You Treat Everything
Like A Nail. Do Not Only View Strategic Issues (Nails) With Only One Theory (Hammer).
2 Approaches To Look At Issues:
- Tools Driven
Problem Driven; Understanding Problems Comes First, While Searching For The Appropriate Tools Is Based
On The Types Of Problems. This Approach Is Adopted By The Book. Each Chapter Discusses A Large Strategy
Issue Led By Paradoxes (Page 13 Figure 1.6). In The Book, Strategy Tensions Are Presented As Strategy
Paradoxes.
Overview Of The Book
Section I
Strategists: Rational Actors Who Identify, Determine, Evaluate, Translate And Carry Out, Based On Rigorous
Logic And Extensive Knowledge Of All Important Factors (=Cognitive Process).
However, Writers Argue That The True Nature Of Strategic Thinking Is More Intuitive And Creative
(Imagination And Judgement) Than Rational (Analysis And Logic).
Making Strategy Is A Means For Reaching Particular Objectives, And Thus Not An End In Itself.
Organizations Exist To Fulfil A Purpose And Strategies Are Employed To Ensure That The Organizational
Mission And Vision Are Realized. The Purpose Of Existence For Organizations Is Not Universal Even Though
This Purpose Might Seen Self-Evident. E.G. Make Money (Serve Shareholders) Versus Fulfil Interests Of
Stakeholders (Serve Stakeholders).
Three Distinguishable Dimensions Of Strategy That Can Be Recognized In Strategic Problem Situations:
- Strategy Content (Part II): The Combined Decisions And Choices That Lead A Company Into The Future.
Concerned With The What Of Strategy.
- Strategy Process (Part III): The Manner In Which Strategies Come About. Concerned With The
How, Who, When Of Strategy.
- Strategy Context (Part IV): The Set Of Circumstances Under Which Both The Strategy Content And
The Strategy Process Are Determined. Concerned With The Where Of Strategy.
➔ Page 5 Figure 1.1
The Three Dimensions Interact. In Order For A Strategist To Have A Real Depth Of Comprehension,
Understanding Of All Three Dimensions Is Needed. It Is Possible To Focus On One Dimensions Whilst Keeping
The Other Two In Mind (E.G. To Have A Focused Discussion).
Most Strategy Research Is Atomistic (>< Holistic); Focusing On Just A Few Variables At Once. E.G. Focus On
One Dimension Of Strategy.
Section II
Each Strategy Is Essentially Unique.
Most Common Levels Of Aggregation Distinguished In The Strategic Management Literature: Functional,
Business And Corporate.
➔ Page 7 Figure 1.2
- Functional: Refer To Questions Regarding Specific Functional Aspects Of A Company (E.G.
Marketing, Finance, Operations).
3
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