文档介绍：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 petitor. But defining strategy as a plan is not sufficient; we need a definition that passes the resulting behaviour. Strategy may be a pattern; a 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, ., a means of locating anization in anization theorists like to call an "environment." This definition patible 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 petition, this view may be based on the achievement of any viable position, whether or not petitive. Strategy as a position has recently been extended to Collective strategy, ., cooperation anizations. 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 anization 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 previous intentions are realized, we have deliberate strategies. Where p