...T Kippenberger Records that most mergers and acquisitions fail to deliver shareholder value and not much attention is paid to more mundane reality matters meaning loss of priority in important matters. States resource‐based views of strategy highlights the fact that competitive advantage lies...

...T Kippenberger Believes judo strategy is a ‘useful mindset’ for any company, and quotes a number who have used this strategy over the years — including Toyota and Nissan, when they wanted to break into the US car market in the 1970s — plus Sega v Nintendo in the hand‐held video games market...

...: unique perceived value; cultural capital; and targeting and positioning. Looks at empowerment of local firms and competitive strategies for local companies. Employs a Figure showing pressures for globalization. Concludes with four alternative strategies for local companies to defend, extend, dodge...

... is a five‐stage process: preparation; field analysis; projection; development; and transfer. Employs 4 Figures to aid in the explanation of the arguments herein. Concludes scenario management is a powerful and practical way of constructing strategies robust enough to withstand a variety of different futures...

... wider ramifications; and, finally, to recognize Y2K as a real danger, to address the challenge positively accepting opportunities and recognizing the threats. Concludes whatever the level of disruption that actually occurs, there will not be uniform Y2K effects. © MCB UP Limited 1999 Strategy...

...T Kippenberger Argues that the process of deciding on strategy is influenced by three interdependent factors: organizational style; personal values; and discretion. Records that diversity and heterogeneity can be used to advantage as a mechanism for organizations to adapt to a changing environment...

...T Kippenberger States the big problem with strategy is the fragmentation — leading to many differing schools of thought, which leads to confusion, if not disaffection for managers. Posits that there has been little cross‐fertilization between the fields of strategy and economics except the model...

...T Kippenberger Demonstrates that leaders of Japanese companies seem to have a different approach to strategy than their Western counterparts. Forecasts many basic Western strategy concepts would need to be rethought owing to what had been found from research evidence. Concludes Western companies...

...T Kippenberger Contends that, as competition becomes truly international, as company boundaries blur, and expertise is recognized as a valuable resource, the strategy‐structure‐systems model appears static and mechanistic ‐ needing to be replaced with one that is in touch with today's highly...

...T Kippenberger Provides a good illustration of the disparate strands of thinking on the subject of strategy. Highlights and discusses the descriptive schools: strategy as vision; strategy as thinking; strategy as learning; strategy as politics and power; strategy as culture and ideology; strategy...

...T Kippenberger Provides an important perspective on the subject of strategy. Posits that not many top managers would wish to be described simply as good administrators ‐ although tens of thousands of people each year try to reach MBA standards, not realizing perhaps it is not an MBM, so...

...T Kippenberger Believes there are five possible definitions of strategy: a plan; a play; a position; a perspective; and a pattern. Suggests these can all be compatible. Chronicles the real test for managers of strategy is if they can keep the organization on a stable course but also be capable...

...T Kippenberger Discusses alchemists and their place in history, plus the adepts ‐ who supposedly possessed ‘the philosopher's stone’. Goes on to discuss strategy in depth and how it came about in, roughly, 1958. Makes graphic use of a timeline (from 1945 to the 1990s), to add to explanations...

...T Kippenberger Aims to promote the clear strategic thinking from which it is believed effective strategy arises. Discusses the approach of Harvard Business School's Michael Porter to business strategy and industrial economics. States the aims of a firm's strategy are to decide its goals...

... release ideas for the future and lists these with full explanations. Highlights, in a box, three areas in which opportunities for revolution arise: the offering; the market; and industry boundaries. Concludes that participating in the process of creating strategy helps to inspire people to implement...

...B Gould Contends the bulk of serious research on mergers and acquisitions (M&A) has so far focused on various fragments of the management and performance of M&A, these are: strategy research; economics research; finance research; organizational research; and human resource research...

...T Kippenberger Advises that strategic, financial and implementation analysis should be united into a single process of acquisition planning and due diligence. Accepts that acquisitions frequently destroy more value than they create. Recommends linking the underlying strategy, with the anticipated...

... economics and strategy. © MCB UP Limited 1997 Alliances Business policy Strategy ...

... Limited 1997 Corporate strategy Business planning Strategy ...