The Antidote: Volume 3 Issue 6

Category:

Strategy

Table of contents

‘The alchemist, in search of the philosopher's stone, discovers phosphorus…’

T Kippenberger

Discusses alchemists and their place in history, plus the adepts ‐ who supposedly possessed ‘the philosopher's stone’. Goes on to discuss strategy in depth and how it came…

‘Much ado about nothing?’ or ‘Can you hear the grinding of axes?’

T Kippenberger, B Gould

Spotlights Honda Motor Co. of Japan's spectacular subsidiary operation of motorbikes in the USA, forcing Harley‐Davidson into a niche market. Shows how Honda's flexibility…

How is strategy formed? Ten schools of thought

T Kippenberger

Provides a good illustration of the disparate strands of thinking on the subject of strategy. Highlights and discusses the descriptive schools: strategy as vision;…

Administrating the status quo

T Kippenberger

Provides an important perspective on the subject of strategy. Posits that not many top managers would wish to be described simply as good administrators ‐ although tens of…

Strategies in their time and place

T Kippenberger

Looks at a research study of 50 large corporations to see the response by their managers regarding post‐war US expansion. Lays down that it was a top executive's role to…

Planning ahead in more turbulent times

T Kippenberger

Addresses problems facing an organization in terms of the decisions it must take and identifies four standard types: decisions regarding strategy, policy, programmes and…

The classic strategy mode

T Kippenberger

Argues that the process of corporate strategy consists of two distinct parts: formulation, and implementation and points out that in real life the processes of formulation…

The unexpected side‐effects of attractive remedies

T Kippenberger

Recommends that although once every major industry was a growth industry ‐ but that some are now riding a wave of growth enthusiasm, but this is in decline. Illustrates…

Strategy according to Michael Porter

T Kippenberger

Aims to promote the clear strategic thinking from which it is believed effective strategy arises. Discusses the approach of Harvard Business School's Michael Porter to…

Logical incrementalism

T Kippenberger

Reckons that managers of successful organizations work at guiding these actions and events, proactively ensuring that they move incrementally towards conscious strategies…

The fine art of crafting strategy

T Kippenberger

Believes there are five possible definitions of strategy: a plan; a play; a position; a perspective; and a pattern. Suggests these can all be compatible. Chronicles the…

What can be learnt from the Japanese?

T Kippenberger

Demonstrates that leaders of Japanese companies seem to have a different approach to strategy than their Western counterparts. Forecasts many basic Western strategy…

Purpose: the human face of strategy

T Kippenberger

Contends that, as competition becomes truly international, as company boundaries blur, and expertise is recognized as a valuable resource, the strategy‐structure‐systems…

Discovering revolutionary strategies

T Kippenberger

Posits that all industries fall into three categories: the rule makers (e.g., IBM and Coca‐Cola) the rule takers (e.g., Fujitsu and McDonnell Douglas) and the rule…

Falling back on your own resources

T Kippenberger

Points out that managers in the real world study and analyse, strategy, because they want to know what to do, but more than that, they need to know how to decide what to…

ISSN:

1363-8483

Online date, start – end:

1996 – 2000

Copyright Holder:

Emerald Publishing Limited

Merged to become:

Strategy & Leadership