Strategizing : New Thinking about Strategy, Planning, and Management.

Cover -- Strategizing -- Endorsements -- Strategizing: New Thinking about Strategy, Planning and Management -- Copyright -- Dedication -- Table of Contents -- About the Author -- 1. Introduction and Framework -- Definitions of Strategizing from the World of Practice -- Academic Definitions of Strategizing -- Arriving at Strategizing -- A Book for a Word -- Business Strategy Definitions -- Strategy as a Power Word -- Strategizing in Other Fields -- The Strategizer and Strategic Thinking -- The Importance of Strategizing -- Differences Between Strategy and Tactics -- Differences Between Tactics and Strategy -- Perspectives on Strategizing -- A Framework for Strategizing -- Transitioning In -- Characteristics of Strategizing -- Key Questions of Strategizing -- Examples of What Businesses Strategize About -- Head in the Clouds -- Outcomes for Readers -- Chapter Preview -- References -- 2. Evolution of Strategy: Origin, Planning, Strategic Planning and Strategic Management -- Origin of Strategy -- Strategy in Literature -- Management and Psychological Aspects of Strategy -- Roots and Persistence of Strategy -- Theorists on the Origin of Strategy -- Human Evolution and Strategy -- Strategizing as an Impulse -- Definition and Origin of Long-Range Business Planning -- To Strategic Planning -- Critiques of Strategic Planning -- From Strategic Planning to Strategic Management -- Emergence of Strategic Management -- A Plethora of Tools -- Emergence of Business Strategy as a Subject of Study -- Strategy in School -- Final Chapter Notes -- References -- 3. Arriving at Strategizing -- Thinking about the Future -- Organized Society and the Future -- Developing Chapter Themes -- The Process of Strategizing -- Preconditions for Strategizing -- Individual Strategizing -- Sources for Strategizing -- Stepping Forward with Individual Strategizing.

Framing Feasibility of Individual Strategizing -- Islands of Strategizing? -- Collaboration in Strategizing -- Strategizing from the Top Down -- Problems in Evolving to Strategizing -- References -- 4. Strategizing at the Functional Level -- Administrative -- Financial Management, Accounting and Pricing -- Human Resource Management -- Information and Technology -- International Operations -- Legal and Government Relations -- Marketing -- Production and Operations Management -- Special Issues of Strategizing for Ventures -- Concluding Observations -- References -- 5. Strategizing in Different Businesses -- Services versus Products -- Product versus Process -- Learning from Differences -- Real Estate, Renting, Leasing -- Strategy Considerations in Real Estate -- Renting and Leasing -- State and Local Government -- Future Issues for State and Local Governments -- Finance and Insurance -- Health and Social Care -- Social Care Issues -- Global Review of Social Issues -- Durable Manufacturing -- Automobiles of Tomorrow -- Nondurable Goods -- Wholesale Trade -- Retail Trade -- Federal Government -- Information, Media, Data Processing, Law and Telephone -- Media and Entertainment -- Summary -- References -- 6. Strategizing in Practice -- Discovering the Platypus among Us -- Design of Field Study -- Freedman Harness and Saddlery -- Morey Airplane Company -- Quantified Communications -- Cheramy Story Arts and Marketing -- Bartell Theater -- Gilson Inc. -- Isthmus Engineering and Manufacturing Cooperative -- The Shoe Box -- Bluegrass Community Hospital -- Esker Inc. -- Art Castings of Colorado -- Crazy Lenny's E-Bikes -- Miller's Grocery -- PlayStar Inc. -- Summit Credit Union -- Madison Riding Academy and LaFleur Stables -- Office Centre Plus -- The Bruce Company -- Clasen's European Bakery -- Gialamas Company -- Chapter Finale -- Reference.

7. Tools for Strategizing -- Content Analysis -- Expert Panel/Consulting Firms -- Brainstorming -- Journaling -- Product/Market Matrix -- Structured Interviews -- Competitor Profiling -- Strategic Benchmarking -- Industry Opportunity Assessment -- Scenario Building -- Quantitative Tools of Strategizing -- Breakeven Analysis -- Sensitivity Analysis -- Cost-Benefit and Cost-Effectiveness Analysis -- Decision Tree -- Tool Summary Table -- References -- 8. Limits, Opportunities and Power in Strategizing -- Strategizing Overload -- Problems in Bureaucracies -- Difficulties in Conflicted Organizations -- Learnings from the Practitioners on Strategizing Limits and Opportunities -- Building Strategizing Opportunities and Strengths -- The Invisible Force Majeure in Strategizing -- Revised Framework of Social Power -- Effectiveness of Types of Power -- Frequency of Power, Consequences, and Positive or Negative Effects -- Strategizing on Each Dimension of Power -- Observations from Chapter Themes -- References -- 9. Managing Strategizing -- Ethics and Strategizing -- Corporate Purposes and Strategy -- Application of New Product Development Process to Strategizing -- Countering Resistance -- Organizing for Strategizing -- Organization Structure and Strategizing -- References -- Index.

Strategy is an essential part of business, but strategizing often gets ignored or left behind. In this exciting new work, Eric J. Bolland introduces strategizing as a key component of strategy development and execution, showing strategizing as a way to aid organizations with their futures.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.