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Revision as of 18:37, 22 December 2010
Strategy refers to a plan of action designed to achieve a particular goal. The word is of military origin, deriving from the Greek word στρατηγός (stratēgos), which roughly translates as "general".[1]
In military usage strategy is distinct from tactics, which are concerned with the conduct of an engagement, while strategy is concerned with how different engagements are linked. How a battle is fought is a matter of tactics: the terms and conditions that it is fought on and whether it should be fought at all is a matter of strategy, which is part of the four levels of warfare: political goals or grand strategy, strategy, operations, and tactics
See Also
- Acting Strategically
- Agency Theory
- Alliances and Joint Ventures
- Architecture of D-M
- Aristotle's Individual Mean
- Autarky Value
- Autopoiesis
- Boston Box
- Category Killers
- Chandler
- Change Individuals and Strategic Leadership
- Circle of Corporate Ethos
- Co-Evolution
- Co-opetition
- Co-specialized Assets
- Communities of Practice
- Competitive Advantage
- Competitive Advantage History
- Consumer Externalities
- Continuous Change
- Core Competence
- Core Competence in Practice
- Country-Specific Advantage
- Creative Distruction
- Cummings Angwin The Future Shape of Strategy DNS
- Davis & Miles' Elements of corporate reputation
- Describing Strategy
- Delphi
- Differential Advantage
- Disruptive Technologies
- Diversification
- Double Diamond
- EasyJet
- Edgar Shein - Organizational Structure
- Emergent Strategy
- Emotion and Oraginizational Change
- Entrepreneurs
- Ethos
- Firm-Specific Advantage
- First Mover Advantage
- Five Generic Strategies of Recovery
- Flagship Firm
- Four Folds of Subjectification
- GE Attractiveness
- Game Theory
- Ghoshal
- Hofstede's Cultural Dimensions
- How to Build Your Network
- Identifying Organizational Gaps
- Impirical Evidence on M&A
- Intended v Emergent Strategy
- Issues in Multi-business firms
- Johnson & Scholes' Cultural Web
- Levels of Strategic change
- Life Cycle Model
- M&A
- M&A Issue
- MNEs
- Management and the Art of Getting Things Done
- Managing MNE's
- Market Based View
- McKinsey's 7's
- Mintzberg - Crafting Strategy
- Mission Statement
- Modular v Architectural Innovation
- Natural Strategic Thrusts
- Network Externalities
- Networked Organizations
- New Economy and Strategy Implications
- Organigraphs
- Organizational Structure
- PEST
- Parenting Style
- Perspectives on Decision-making
- Peters & Waterman In Search of Excellence
- Porter
- Porter's Diamond of National Advantage
- Porter's Five Forces
- Porter's Generic Strategy
- Porter's Value Chain
- Portfolio Management
- Prahalad and Hamel
- Pricing
- Process of Decision-Making
- Product Lifecycle Management
- Prospect Theory
- Resource Based View
- Resource Consumption Models
- S-shaped growth patterns
- SWOT Analysis
- Scenarios
- Senge - The Fifth Discipline
- Sequential Entry Strategies
- Sharpbender
- Social Capital
- Stakeholder Analysis
- Strategic Advantage
- Strategic Advantage Approach
- Strategic Assets
- Strategic Group
- Strategic Intent
- Strategic Market Segments
- Strategic Narratives
- Strategic Positioning for MNE's
- Strategic Risk / Uncertainty
- Strategic Stories
- Strategic Thinking
- Strategic Uncertainty
- Strategy Cycle
- Strategy Under Uncertainty
- Strategy and Network Effects
- Strategy as Orchestrating Knowledge
- Strategy as Organizing
- Strategy&Practice 9.1 Strategies for Managing Change
- Structure follows Strategy Follows Structure
- Structure-strategy-Structure
- Sustainable Competitive Advantage
- Teaching Smart People How to Learn
- Tesco
- Theory X Theory Y
- Three Anecdotes
- Tipping Point
- Transfer Prices
- Triads
- Turnaround Strategies
- Using Outsiders to Implement Change
- Value Creation
- Value Proposition
- Vision
- Ways to craft Strategy
- What is Strategy
- Whittington - Strategy as Practice
