Strategy

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

• Abstraction
• 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 Real Options 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