Strategic planning and control : issues in the strategy process
著者
書誌事項
Strategic planning and control : issues in the strategy process
（Corporate strategy, organization and change）
Blackwell Business, 1993
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注記
Includes bibliographical references and index
内容説明・目次
内容説明
Lorange's contribution to the strategy debate has been his work on implementing strategy within an organization. "Strategic Planning and Control" draws together, for the first time, Lorange's work from over 20 years of research and consultancy. The book is divided into four main sections, each prefaced by an introductory chapter, covering the importance of owning strategy within the organization; developing the decision-making process; developing managers to become strategists; controlling the strategic process. Lorange attempts to show that implementing effective planning and control is a vitally important aspect of strategy. Examples are used to demonstrate how it can be achieved. The book should be of interest to strategic planners, university and business school libraries, MBA students, academics and researchers in strategy.
目次
- Part 1 Conceptual scheme: strategic planning in diversified companies, R.F. Vancil and P. Lorange
- how to design a strategic planning system, R.F. Vancil and P. Lorange
- a framework for management control systems, P. Lorange and M.S. Scott Morton. Part 2 Planning processes: organizational structure and management process, P. Lorange
- adapting strategic planning to the changing needs of a business, P. Lorange and B. Chakravarthy
- managing strategic adaptation - options in administrative systems design, P. Lorange and B. Chakravarthy
- challenges to strategic planning processes in multinational corporations, P. Lorange. Part 3 Control processes: monitoring strategic progress and ad hoc strategy modification, P. Lorange
- hyperinflation and global strategic management, L.L. Jacque and P. Lorange
- how to recognize - and avoid - organizational decline, P. Lorange and R.T. Nelson. Part 4 Developing strategic processes: co-operative strategies - planning and control considerations, P. Lorange
- why some strategic alliances succeed and others fail, P. Lorange and J. Roos
- the cooperative venture formation process - a latent variable structural modelling approach, C. Fornell, et al.
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