Ansoff revisited: How Ansoff interfaces with both the planning and learning schools of thought in strategy

Abstract

Purpose

The purpose of this paper is to revisit Igor Ansoff's work and how it interfaces with the various schools of strategic management.

Design/methodology/approach

Ansoff's work of 40 years is reviewed and related to other schools of thought in strategic management.

Findings

Ansoff's work is much more comprehensive than the literature suggests. His later work (after 1990) is largely unnoticed by academics, nevertheless, it is the empirical findings of his theoretical postulations. Moreover, his work interfaces with virtually all schools of thought in strategic management.

Research limitations/implications

It will provide a broader view of Ansoff's work and perhaps trigger additional research as a result of his later work. Most researchers continue to associate Ansoff with his early thoughts.

Practical implications

Ansoff's work has found wide applications in a variety of industries. His work was mostly with industries that used his propositions in order to better strategies.

Social implications

Ansoff's later research and empirical findings could provide a launchpad for re‐examining the method by which organizations assess their environment, strategic behaviour, and internal capability. Therefore, organizations may have an alternative method to develop strategy.

Originality/value

This is the first attempt to provide a historical view of Ansoff's work and perhaps his timeliness. The recent economic crisis only further supports Ansoff's basic position that companies must create custom strategies to fit their environment, culture, and capabilities.

Citation

Moussetis, R. (2011), "Ansoff revisited: How Ansoff interfaces with both the planning and learning schools of thought in strategy", Journal of Management History, Vol. 17 No. 1, pp. 102-125. https://doi.org/10.1108/17511341111099556