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Henry: Understanding Strategic Management

Chapter 10

For perspectives on the debate between strategy and structure see:

Amburgey, T.L. and Dacin, T. (1994). As the left foot follows the right? The dynamics of strategic and structural change. Academy of Management Journal, 37(6), 1427–52.

Mintzberg, H. (1990). The design school: reconsidering the basic premises of strategic management. Strategic Management Journal, 11(3), 171–95.

For a discussion of how organizations grow and evolve, see:

Greiner, L.E. (1972). Evolution and revolution as organizations grow. Harvard Business Review, 50(4), 37–46.

For a discussion of strategic control systems and the disadvantages of focusing merely on organizational structure, see:

Goold, M. and Quinn, J.J. (1990). The paradox of strategic controls. Strategic Management Journal, 11(1), 43–57.

Ghoshal, S. and Bartlett, C.A. (1995). Changing the role of top management: beyond structure to processes. Harvard Business Review, 73(1), 86–96. For an insightful discussion of visionary organizations, see:

Collins, J.C. and Porras, J.I. (1994). Built to Last: Successful Habit of Visionary Companies. Random House, London.