Abstract
Mintzberg demonstrated in a number of case studies that top managers cannot be strategic, all-knowing planners as well as organizers, coordinators, and controllers all at once – they do not have the time. They should instead share information and build up an overall picture in order to make the right strategic decisions.12 This overall picture and the information required to develop it can be analyzed and evaluated with tools from the sphere of strategy content research. This chapter presents the key tools of strategy determination. They are also known as frames of references, since their job is to prompt you to think and to make it easier for you to know where to start when analyzing strategies. There is also the field of strategy process research, upon which we will touch only briefly, since the strategic planning approach presented previously lies at the heart of this.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
Author information
Authors and Affiliations
Corresponding author
Rights and permissions
Copyright information
© 2010 Springer Berlin Heidelberg
About this chapter
Cite this chapter
Kotler, P., Berger, R., Bickhoff, N. (2010). Strategic Frames of Reference: The Key Tools of Strategy Determination, their Principles, and How they Interact. In: The Quintessence of Strategic Management. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-14544-5_2
Download citation
DOI: https://doi.org/10.1007/978-3-642-14544-5_2
Published:
Publisher Name: Springer, Berlin, Heidelberg
Print ISBN: 978-3-642-14543-8
Online ISBN: 978-3-642-14544-5
eBook Packages: Business and EconomicsBusiness and Management (R0)