STRATEGIES We open this text on its focal point: strategy.

The first section is called "Strategy," the first chapter, "Strategies. Later chapters in this section describe the role of strategists and consider the processes by which strategies develop from three perspectives: deliberate formulation, systematic analysis, and emergent formation. A last chapter looks at strategic change. But in this opening chapter, we consider the central concept-strategies themselves. What is strategy? There is no single, universally accepted definition. Various authors and managers use the term differently; for example, some include goals and objectives as part of strategy whereas others make firm distinctions between them. Our intention in including the following readings is not to promote any one view of strategy but rather to suggest a number of views that seem useful. As will be evident throughout this text, our wish is not to narrow perspectives but to broaden them by trying to clarify issues. In pursuing these readings, it will be helpful to think about the meaning of strategy, to try to understand how different people have used the term, and later to see if certain definitions hold up better in particular contexts. The first reading, by coauthor Henry Mintzberg of McGill University in Montreal, serves to open up the concept of strategy to a variety of views, some very different from traditional writings. Mintzberg focuses on various distinct definitions of strategy as plan (as well as ploy), pattern, position, and perspective. He uses the first two of these definitions to take us beyond deliberate strategy-beyond the traditional view of the term-to the notion of emergent strategy. This introduces the idea that strategies can form in an organization without being consciously intended, that is, without being formulated. This may seem to run counter to the whole thrust of the strategy literature, but Mintzberg argues that many people implicitly use the term this way even though they would not so define it. The reading that follows, an award-winning article by Michael Porter of the Harvard Business School, takes us to a different place. Here Porter, probably the best-known writer in the field of strategy, focuses on strategy as a tightly integrated, clearly cohesive, and highly deliberate concept that positions a firm for competitive advantage. Porter suggests that excessive concern with operational effectiveness has displaced attention to strategy. Competitive strategy is about being different from one's rivals. This consists of tailoring a set of activities to support a strategic position. Defending this position, however, depends on crafting trade-offs that competitors will find very hard to imitate. Our third reading in this chapter, by coauthors Mintzberg and Joseph Lampel of London's

City University, "reflects" on the strategy process, specifically by introducing ten perspectives, or schools of thought, that describe the field today. Strategy is an elephant, they argue, and we are all the proverbial blind men grabbing at its different parts and pretending to understand the whole. These schools-and, more importantly, their interrelationships-reappear continually throughout this book so that, in a sense, this reading', helps to introduce the book, too. Upon completion of these readings, we hope that you will be less sure of the use of the word strategy but more ready to tackle the study of the strategy process with a broadened perspective and an open mind. There are no universally right answers in this field (any more than there are in most other fields), but there are interesting and constructive perspectives.

USING THE CASE STUDIES Explicit and intuitive understanding is essential for understanding strategy. Sometimes, however, the issue of what strategy is to begin with is very much at the forefront of such understanding. The Robin Hood case strongly illustrates the multiple facets of strategy. One can argue with Porter in the reading "What Is Strategy?" that Robin Hood begins to have a strategy only when he starts to ask serious questions about what he is doing and where he is going. Or one can take Mintzberg's view in "Five Ps for, Strategy and argue that Robin Hood's actions, at different times, conform to different definitions of strategy. Porter's insistence on a single definition of strategy works best in cases such as Apple Computer 1999, Selkirk, Acer, Inc., Sony, and Warner Brothers, where managers are asking , hard questions about the future direction of the company. However, when one looks at, cases such as Honda Motor Company, LVMH, and AmBev, which take the long view, it is possible to argue with Mintzberg and Lampel in "Reflecting on the Strategy Process" that there is no single school of strategy but rather different schools depending on'-assumptions and perspectives.

By Henry Mintzberg

Human nature insists on a definition for every concept. But the world strategy has

long been used implicitly in different ways even if it has traditionally been defined in only

one. Explicit reconition of multiple definitions can help people to maneuver through this diffecult field. Accordingly five definitions of strategy are presented here-as plan, ploy, pattern, positions, and perspective-and some of their interrelationships are then considered.

Strategy As Plan To almost anyone you care to ask, strategy is a plan some sort of consciously inteireled course of action, a guideline (or set of guidelines) to deal with a situation. A kid has a "strategy" to get over a fence, a corporation has one to capture a market. By this definition, strategies have two essential characteristics: they are made in advance of the actions to which they apply, and they are developed consciously and purposefully. A host of definitions in a variety of fields reinforce this view. For example:

in the military: Strategy is concerned with "draft[ ing] the plan of war ... chap] ing]

the individual campaigns and within these, deciding] on the individual engagements" (Vol] Clausewitz, 1976:177).

in game theory: Strategy is "a complete plan: a plan which specifies what choices the

player] will make in every possible situation" (von Newman and Morgenstern, 1944:79).

in management: "Strategy is a unified, comprehensive, and integrated plan ... designed

to ensure that the basic objectives of the enterprise are achieved" (Glueck, 1980:9). As plans, strategies may be general or they can be Specific. '1'llere is one use of the word in the specific sense that should be identified here. As plan, a strategy can be a ploy, too, really just a specific "maneuver" intended to outwit an opponent or competitor. The kid may use the fence as a ploy to draw a bully into his yard, where his Doberman pinscher awaits intruders. Likewise, a corporation may threaten to expand plant capacity to discourage a competitor from building a new plant. Here the real strategy (as plan, that is, the real intention) is the threat, not the expansion itself, and as such is a ploy. In fact, there is a growing literature in the field of strategic management, as well as on the general process of bargaining, that views strategy in this way and so locuses attention on its most dynamic and competitive aspects. For example, in his popular book, Competitive S!m/cty, Porter (1980) devotes one chapter to "Market Signals" (including discussion of the effects of announcing moves, the use of "the fighting brand," and the use of threats of private antitrust suits) and another to "Competitive Moves" (including actions to preempt competitive

response). And Schelling (1980) devotes much of his famous book, The Sfralcgy of Conflict, to the topic of ploys to outwit rivals ill a competitive or bargaining situation.

STRATEGY AS PATTERN But if strategies can be intended (whether as general plans or specific ploys), surely they can also be realized. In other words, defining strategy as a plan is not sufficient; we also need a definition that encompasses the resulting behavior. Thus, a third definition is proposed: strategy is a pattern specifically, a pattern in a stream of actions (Mintzberg and Waters, 1985). By this definition, when picasso painted blue for a time, that was a strategy, just as was the behavior of the Ford Motor Company when Henry Ford offered his Model T only in black. In other words, by this definition, strategy is consistency in behavior, whether or not intended. This may sound like a strange definition for a word that has been so bound up with free will ("strategos" in Greek, the art of the army general IEvered 1983]). But the fact of the matter is that while hardly anyone defines strategy in this way, many people seem at one time or another to so use it. Consider this quotation from a business executive: "Gradually the successful approaches merge into a pattern of action that becomes our strategy. We certainly don't have an overall strategy on this" (quoted in Quinn, 1980:35). This comment is inconsistent only if we restrict ourselves to one definition of strategy: what this man seems to be saying is that his firm has strategy as pattern, but not as plan. Or consider this comment in Business heck on a joint venture between General Motors and Toyota: The tentative "Toyota deal may be most significant because it is another example of how (AM's strategy boils down to doing a little hit of everything until the market decides where it is going. (Ifwillesstteck, October 31, 1983) A journalist has inferred a pattern in the behavior of a corporation and labeled it strategy. The point is that every time a journalist imputes a strategy to a corporation or ti) ernmcnt, and every time a manager does the same thing to a competitor or even t(l the >cnh management of his own firm, they are implicitly defining strategy as pattern in action-that is, inferring consistently in behavior and labeling it strategy. They may, of course, go further and impute intention to that consistency-that is, assume there is a plan behind the pattern. But that is an assumption, which may prove false.

Thus, the definitions of strategy as plan and pattern can be quite independent of each other: plans may go unrealized, while patterns may appear without preconception to paraphrase Hume, strategies may result from human actions but not human designs (see Majone, 197677). If we label the first definition intended strategy and the second realized strategy, a, shown in Figure 1, then we can distinguish deliberate strategies, where intentions that existed previously were realized, from emergent strategies, where patterns developed in the absence of intentions, or despite them (which went unrealized). For a strategy to be truly deliberate that is, tier a pattern to have been intended exactly a,, realized-would seem to be a tall order. Precise intentions would have had to be stated in advance by the leadership of the organization; these would have had to be accepted as is by everyone else, and then realized with no interference by market, technological, or political forces and so on. Likewise, a truly emergent strategy is again a tall order, requiring consistency in action without any hint of intention. (No consistency means no strategy, or at least unrealized strategy.) Yet some strategies do come close enough to either form, while others-probably most-sit on the continuum that exists between the two, reflecting deliberate as well as emergent aspects. 'table 1 lists various kinds of strategies along this continuum.

STRATEGIES ABOUT WHAT? labeling strategies as plans or patterns still begs one basic question: strategies about what? Many writers respond by discussing the deployment of resources, but the question remains: which resources and for what purposes? An army may plan to reduce the number of nails in its shoes, or a corporation may realize a pattern of marketing only products painted black, but these hardly meet the lofty label "strategy." Or do they? As the word has been handed down from the military, "strategy" refers to the important things, "tactics" to the details (more formally, "tactics teaches the use of armed forces in the engagement, strategy the use of engagements for the object of the war" [von Clausewitz, 1976:1281). Nails in shoes, colors of cars; these are certainly details. The problem is that in retrospect details can sometimes prove "strategic." Even in the military: "For want of a Nail, the Shoe was lost; for want of a Shoe the Horse was lost ... ," and so on through the rider and general to the battle, "all for want of Care about a Horseshoe Nail" (Franklin, 1977: 280). Indeed one of the reasons Henry Ford lost his war with General Motors was that he refused to paint his cars anything but black.

Rumelt (1980) notes that "one person's strategies are another's tactics that what is strategic depends on where you sit." It also depends on when you sit; what seems tactical today may prove strategic tomorrow. The point is that labels should not be used to imply that some issues are inevitably more important than others. There are times when it pays to manage the details and let the strategies emerge for themselves. Thus, there is good reason to refer to issues as more or less "strategic," in other words, more or less "important" in some context, whether as intended before acting or as realized after it. Accordingly, the answer to the question, strategy about what, is: potentially about anything. About products and processes, customers and citizens, social responsibilities and self-interests, control and color. Two aspects of the content of strategies must, however, be singled out because they are of particular importance.

STRATEGY AS POSITION The fourth definition is that strategy is a position-specifically, a means of locating an organization in what organization theorists like to call an "environment." By this definition, strategy becomes the mediating force-or "match," according to Hofer and Schendel (1978:4)between organization and environment, that is, between the internal and the external context. In ecological terms, strategy becomes a "niche"; in economic terms, a place that generates "rent" (that is, "returns to [being) in a `unique' place" (Bowman, 1974:4; , in management tertns, formally, a product-market "domain" (Thompson, 1967), the place in the environment where resources are concentrated. Note that this definition of strategy can he compatible with either (or all) of the preceding ones; a position can be pre selected and aspired to through a plan (or ploy) and/or it can be reached, perhaps even found, through a pattern of behavior. In military and game theory views of strategy, it is generally used in the context of what is called a "two-person game," better known in business as head-on competition (where ploys are especially common). The definition of strategy as position, however, implicitly allows us to open up the concept, to so-called n-person games (that is, many players), and beyond. In other words, while position can always be defined with respect to a single competitor (literally so in the military, where position becomes the site of battle), it can also be considered in the context of a number of competitors or simply with respect to markets or an environment at large. But strategy as position can extend beyond competition too, economic

and otherwise. Indeed, what is the meaning of the word "niche" but a position that is occupied to avoid competition. Thus, we can move from the definition employed by General Ulysses Grant in the 1860s, "Strategy j is] the deployment of one's resources in a manner which is most likely to defeat the enemy," to that of professor Richard Rumelt in the 1980s, "Strategy is creating situations for economic rents and finding ways to sustain them" (Rumelt, 1982), that is, any viable position, whether or not directly competitive. Astley and Fombrun (1983), in fact, take the next logical step by introducing the notion of "collective" strategy, that is, strategy pursued to promote cooperation between organizations, even would-be competitors (equivalent in biology to animals herding together for protection). Such strategies can range "from informal arrangements and discussions to formal devices such as interlocking directorates, joint ventures, and mergers." In fact, considered from a slightly different angle, these can sometimes be described as political strategies, that is, strategies to subvert the legitimate forces of competition.

STRATEGY AS PERSPECTIVE While the fourth definition of strategy looks out, seeking to locate the organization in the external environment, and down to concrete positions, the fifth looks inside the organization, indeed inside the heads of the collective strategist, but up to a broader view. Here, strategy is a perspective, its content consisting not just of a chosen position, but of an ingrained way of perceiving the world. There are organizations that favor marketing and build a whole ideology around that (an IBM); Hewlett-Packard has developed the "H-P way," based on its engineering culture, while McDonald's has become famous for its emphasis on quality, service, and cleanliness. Strategy in this respect is to the organization what personality is to the individual. Indeed, one of the earliest and most influential writers on strategy (at least as his ideas have been reflected in more popular writings) was Philip Selznick (1957:47), who wrote about the "character" of an organization-distinct and integrated "commitments to ways of acting and responding" that are built right into it. A variety of concepts from other fields also capture this notion; anthropologists refer to the "culture" of a society and sociologists to its "ideology"; military theorists write of the "grand strategy" of armies; while management theorists have used terms such as the "theory of the business" and its "driving force" (Drucker, 1974; Tregoe and Zimmerman, 1980); and Germans perhaps capture it best with their word "Weltanschauung,"

literally "world view," meaning collective intuition about how the world works. This fifth definition suggests above all that strategy is a concept. This has one important implication, namely, that all strategies are abstractions which exist only in the minds of interested parties. It is important to remember that no one has ever seen a strategy or touched one; every strategy is an invention, a figment of someone's imagination, whether conceived of as intentions to regulate behavior before it takes place or inferred as patterns to describe behavior that has already occurred. What is of key importance about this fifth definition, however, is that the perspective is shored. As implied in the words Weltonschaumig, culture, and ideology (with respect to a society), but not the word personality, strategy is a perspective shared by the members of an organization, through their intentions and/or by their actions. In effect, when we are talking of strategy in this context, we arc entering the realm of the collective riled-individuals united by common thinking and/or behavior. A major issue in the study of strategy formation becomes, therefore, how to read that collective mind to understand how intentions diffuse through the system called organization to become shared and how actions cone to be exercised on a collective yet consistent basis.

INTERRELATING THE Ps As suggested above, strategy as both position and perspective can be compatible with strategy as plan and/or pattern. But, in fact, the relationships between these different definitions can be more involved than that. For example, while some consider perspective to be a plan (Lapierre, 1980, writes of strategies as "dreams in search of reality"), others describe it as giving rise to plans (for example, as positions and/or patterns in some kind of implicit hierarchy). But the concept of emergent strategy is that a pattern can emerge and be recognized so that it gives rise to a formal plan, perhaps within an overall perspective. We may ask how perspective arises in the first place. Probably through earlier experiences: the organization tried various things in its formative years and gradually consolidated a perspective around what worked. In other words, organizations would appear to develop "character" much as people develop personality by interacting with the world as they find it through the use of their innate skills and natural propensities. Thus pattern can give rise to perspective too. And so can position. Witness Perrow's (1970:1 G1) discussion Oft he "wool men" and "sill: men" of the textile trade, people who developed an almost religious

dedication to the fibers they produced. No matter how they appear, however, there is reason to believe that while plans and positions may be dispensable, perspectives are immutable (Brunsson, 1982). In other words, once they are established, perspectives become difficult to change. Indeed, a perspective may become so deeply ingrained in the behavior of an organization that the associated beliefs call become subconscious in the minds of its members. When that happens, perspective can come to look more like pattern than like plan-in other words, it can be found more in the consistency of behaviors than in the articulation of intentions. Of course, if perspective is immutable, then change in plan and position within perspective is easy compared to change of perspective. In this regard, it is interesting to take up the case of Egg McMuffin. Was this product when new-the American breakfast in a bun-a strategic change for the McDonald's fast-food chain? Posed in MBA classes, this earth-shattering (or at least stomach-shattering) question inevitably evokes heated debate. Proponents (usually people sympathetic to fast food) argue that of course it was: it brought McDonald's into a new market, the breakfast one, extending the use of existing facilities. Opponents retort that this is nonsense; nothing changed but a few ingredients: this was the same old pap in a new package. Both sides are, of course, right-and wrong. It simply depends on how you define strategy. Position changed; perspective remained the same. Indeed-and this is the point-the position could be changed easily because it was compatible with the existing perspective. Egg McMuffin is pure McDonald's, not only in product and package, but also in production and propagation. But imagine a change of position at McDonald's that would require a change of perspective-say, to introduce candlelight dining with personal service your Mclluckling a ('Orange cooked to order) to capture the late evening market. AV'e needn't say more, except perhaps to label this the "Egg McMuffin syndrome."

THE NEED FOR ECLECTICISM IN DEFINITION While various relationships exist among the different definitions, no one relationship, nor any single definition for that matter, takes precedence over the others. In some ways, these definitions compete (in that they can substitute for each other), but in perhaps more important ways, they complement. Not all plans become patterns nor are all patterns that develop planned; some ploys are less than positions, while other strategies are more than positions yet less than perspectives. Each definition adds important elements to our understanding of

strategy, indeed encourages us to address fundamental questions about organizations in general. As plan, strategy deals with how leaders try to establish direction for organizations, to set them on predetermined courses of action. Strategy as plan also raises the fundamental issue of cognition-how intentions are conceived in the human brain in the first place, indeed, what intentions really mean. The road to hell in this field can be paved with those who take all stated intentions at face value. In studying strategy as plan, we must somehow get into the mind of the strategist, to find out what is really intended. As ploy, strategy takes us into the realm of direct competition, where threats and feints and various other maneuvers are employed to gain advantage. This places the process of strategy formation in its most dynamic setting, with moves provoking countermoves and so on. Yet ironically, strategy itself is a concept rooted not in change but in stability-in set plans and established patterns. How then to reconcile the dynamic notions of strategy as ploy with the static ones of strategy as pattern and other forms of plan? As pattern, strategy focuses on action, reminding us that the concept is an empty one if it does not take behavior into account. Strategy as pattern also introduces the notion of convergence, the achievement of consistency in an organization's behavior. flow does this consistency form, where does it come from? Realized strategy, when considered alongside intended strategy, encourages us to consider the notion that strategies can emerge as well as be deliberately imposed. As position, strategy encourages us to look at organizations in their competitive environments-how they find their positions and protect them in order to meet competition, avoid it, or subvert it. This enables us to think of organizations in ecological terms, as organisms in niches that struggle for survival in a world of hostility and uncertainty as well as symbiosis. And finally as perspective, strategy raises intriguing questions about intention and behavior in a collective context. If we define organization as collective action in the pursuit of common mission (a fancy way of saying that a group of people under a common label-whether a General Motors or a Luigi's Body Shop-somehow finds the means to cooperate in the production f f specific goods and services), then strategy as perspective raises the issue of how intentions diffuse through a group of people to become shared as norms and values, and how patterns of behavior become deeply ingrained in the group. Thus, strategy is not just a notion of how to deal with an enemy or a set of competitors or a

market, as it is treated in so much of the literature and its popular usage. It also draws us into some of the most fundamental issues about organizations as instruments for collective perception and action. To conclude, a good deal of the confusion in this field stems from contradictory and illdefined uses of the term strategy. By explicating and using various definitions, we may be able to avoid some of this confusion, and thereby enrich our ability to understand and manage the processes by which strategies form.

BY HENRY AND JOSEPH LAMPEL We are the blind people and strategy formation is our elephant. Each of us, in trying to cope with the mysteries of the beast, grabs hold of some part or other, and, in the words of John Godfrey Saxe's poem of the last century: Rail on in utter ignorance of what cach other mean, And prate about an Elephant, Not One of I us I has seen! Consultants have been like big game hunters embarking on their safaris for tusks and trophies, while academics have preferred photo safaris-keeping a safe distance from the animals they pretend to observe. Managers are encouraged to take one narrow perspective or another-the glories of planning or the wonders of learning, the demands of external competitive analyses or the imperalives lives of an internal "resource-based" view. Much of this writing and advising has been decidedly dysfunctional, simply because managers have no choice but to cope with the entire beast. In the first part of this article, we review briefly the evolution of the field in terms of ten "schools" (based on Mintzberg, Ah]strand, and Lampe], Strategy Safari, 1998). We ask whether these perspectives represent fundamentally different processes of strategy making or different parts of the same process. In both cases, our answer is yes. We seek to show how some recent work tends to cut across these historical perspectives-in a sense, how crossfertilization has occurred. Our historical survey of strategy literature suggests that it had been

characterized by ten major schools since its inception in the 1960s- three prescriptive (or "ought") and seven descriptive (or "is").

DESIGN SCHOOL: A PROCESS OF CONCEPTION The original perspective-dating back to Selzniek (1957) followed by Chandler (1962) and given sharper definition by Andrews (in Learned et al., 1965)-sees strategy formation as achieving the essential fit between internal strengths and weaknesses and external threats and opportunities. Senior management formulates clear, simple, and unique strategies in a deliberate process of conscious thought-which is neither formally analytical nor informally intuitive so that everyone can implement the strategies. This was the dominant view of the strategy process, at least into the 1970s, and, some might argue, to the present day, given its implicit influence on most teaching and practice. The design school did not develop, however, in the sense of giving rise to variants within its own context. Rather, it combined with other views in rather different contexts.

PLANNING SCHOOL: A FORMAL PROCESS The planning school grew in parallel with the design school-indeed 11. Igor Ansoff's book appeared in 1965, as did the initial Andrews text. But, in sheer volume of publication, the planning school predominated by the mid-1970s, faltered in the 1980s, yet continues to he an important branch of the literature today. Ansoff's book reflects most of the design school's assumptions except a rather significant one: that the process is not just cerebral but formal, decomposable into distinct steps, delineated by checklists, and supported by techniques (especially with regard to objectives, budgets, programs, and operating plans). This means that staff planners replaced senior managers, de facto, as the key players in the process.

POSITIONING SCHOOL: AN ANALYTICAL PROCESS The third of the prescriptive schools, commonly labeled positioning, was the dominant view of strategy formation in the 1980s. It was given impetus especially by Michael Porter in 1980, following earlier work on strategic positioning in academe (notably by Hatten and Schendel) and in consulting by the Boston Consulting Group and the AIMS project-all preceded by a long literature on military strategy, dating back to Sun Tzu in 400 1;.c. (See

Sun Tzu, 1971.) In this view, strategy reduces to generic positions selected through formalized analyses of industry situations. Hence, the planners become analysts. This proved especially lucrative to consultants and academics alike, who could sink their teeth into hard data and promote their "scientific truths" to journals and companies. This literature grew in all directions to include strategic groups, value chains, game theories, and other ideas-but always with this analytical bent.

ENTREPRENEURIAL SCHOOL: A VISIONARY PROCESS Meanwhile, on other fronts, mostly in trickles and streams rather than waves, wholly different approaches to strategy formation arose. Much like the design school, the entrepreneurial school centered the process on the chief executive; but unlike the design school and opposite from the planning school, it rooted that process in the mysteries of intuition. That shifted strategies from precise designs, plans, or positions to vague visions or broad perspectives, to be seen, in a sense, often through metaphor. This focused the process on particular contextsstart-up, niche, or private ownership, as well as "turnaround" by the forceful leader-although the case was certainly put forth that every organization needs the vision of a creative leader. In this view, however, the leader maintains such close control over implementing his or her formulated vision that the distinction central to the three prescriptive schools begins to break down.

COGNITIVE SCHOOL: A MENTAL PROCESS On the academic front, the origin of strategies generated considerable interest. If strategies developed in people's minds as frames, models, maps, concepts, or schemas, what could be understood about those mental processes? Particularly in the 1980s and continuing today, research has grown steadily on cognitive biases in strategy making and on cognition as information processing, knowledge structure mapping, and concept attainment-the latter important for strategy formation, yet on which progress has been minimal. Meanwhile, another, newer branch of this school adopted a more subjective interpretative or constructivist view of the strategy process: that cognition is used to construct strategies as creative interpretations, rather than simply to map reality in some more or less objective way, however distorted.

LEARNING SCHOOL: AN EMERGENT PROCESS Of all the descriptive schools, the learning school grew into a veritable wave and challenged the always dominant prescriptive schools. Dating back to Lindblom's early work on disjointed incrementalism (Braybrooke and Lindblom, 1963) and running through Quinn's (1980) logical incrementalism, Bower's (1970) and Burgelman's notions of venturing, Mintzberg et al.'s ideas about emergent strategy, and Weick's (1979) notion of retrospective sense making, a model of strategy making as learning developed that differed from the earlier schools. In this view, strategies arc emergent, strategists can be found throughout the organization, and so-called formulation and implementation intertwine.

POWER SCHOOL: A PROCESS OF NEGOTIATION A thin, but quite different stream in the literature has focused on strategy making rooted in power. Two separate orientations seem to exist. Micro power sees the development of strategies within the organization as essentially political a process involving bargaining, persuasion, and confrontation among actors who divide the power. Macro power views the organization as an entity that uses its power over others and among its partners in alliances, joint ventures, and other network relationships to negotiate "collective" strategies in its interest.

CULTURAL SCHOOL: A SOCIAL PROCESS Hold power up to a mirror and its reverse image is culture. Whereas the former focuses on self-interest and fragmentation, the latter focuses on common interest and intergration strategy formation as a social process rooted in culture. Again, we find a thin stream of literature, focused particularly on the influence of culture in discouraging significant strategic change. Culture became a big issue in the U.S. literature after the impact of Japanese management was fully realized in the 1980s; later, some attention to the implications for strategy formation followed. However, interesting research developed in Sweden in the I 970s with culture as a central, although hardly exclusive, theme, stimulated by the early work of Rhenman and Norniann, and carried out by people such as Hedberg and Jonsson, and others.

ENVIRONMENTAL SCHOOL: A REACTIVE PROCESS

Perhaps not strictly strategic management, if one defines the term as being concerned with how organizations use degrees of freedom to maneuver through their environments, the environmental school nevertheless deserves some attention for illuminating the demands of environment. In this category, we include so-called "contingency theory" that considers which responses are expected of organizations facing particular environmental conditions and "population ecology" writings that claim severe limits to strategic choice. "Institutional theory," which is concerned with the institutional pressures faced by organizations, is perhaps a hybrid of the power and cognitive schools.

CONFIGURATION SCHOOL: A PROCESS OF TRANSFORMATION Finally, we come to a more extensive and integrative literature and practice. One side of this school, more academic and descriptive, sees organization as configuration-coherent clusters of characteristics and behaviors-and integrates the claims of the other schools--each configuration, in effect, in its own place. Planning, for example, prevails in machine-type organizations under conditions of relative stability, while entrepreneurship can be found under more dynamic configurations of start-up and turnaround. But if organizations can be described by such states, change must be described as rather dramatic irausformation-the leap from one state to another. And so, a literature and practice of transformation-more prescriptive and practitioner oriented (and consultant promoted)-developed. These two different literatures and practices nevertheless complement one another and so, in our opinion, belong to the same school.

PRATING ABOUT STRATEGIC MANAGEMENT During the nineteenth century, numerous explorers went in search of the source of the Nile. In time, it became increasingly evident that the source was not definitive. This was not something the expedition backers or the public wanted to hear. After some debate, the explorers announced their discovery: the source of the Nile was Lake Victoria! This is a verdict generally rejected by contemporary geographers, who may come up with other answers in the future. The source of a river, after all, is a matter of interpretation, not a fact waiting to be discovered. Strategic management has suffered from the problem that bedeviled the Victorian explorers. We, too, arc a community of explorers, competing for discoveries, with backers eager for

results and a public that demands answers. Some explorers searching for the source of strategy have found "first principles" that explain the nature of the process. These have usually been rooted in basic disciplines, such as economics, sociology, or biology. Others have invoked a central concept, such as organization culture, to explain why some strategies succeed and others do not. The consequence has been to grasp one part of the strategic management elephant and prate about it as though none other exists. Of course, in the affairs of writing and consulting, to succeed and to sell, champions must defend their positions, erecting borders around their views while dismissing or denying others. Or, to return to our metaphor, like butchers (we include ourselves in this group), they chop up reality for their own convenience, just as poachers grab the tusks of the elephant and leave the carcass to rot. To repeat a key issue, such behavior ultimately does not serve the practicing manager. These people, as noted, have to deal with the entire beast of strategy formation, not only to keep it alive but to help sustain some real life energy. True, they can use it in various ways just as an elephant can be a beast of burden or a symbol of ceremony but only if it remains intact as a living being. The greatest failings of strategic management have occurred when managers took one point of view too seriously. This field had its obsession with planning, then generic positions based on careful calculations, and now learning. Hence, we take pleasure in noting that some of the more recent approaches to strategy formation cut across these ten schools in eclectic and interesting ways. This suggests a broadening of the literature. (See Table 2 for a list of these across-school approaches.) For example, research on stakeholder analysis links the planning and positioning schools, whereas the work of Porter and others on what can be called strategic maneuvering (firstmover advantage, use of feints, etc.) connect the positioning to the power school. And chaos theory, as applied to strategic management, might be seen as a hybrid of the learning and environmental schools. Perhaps best known is the "dynamic capabilities" approach of Prahalad and Hamel. We see their notions of core competence, strategic intent, and stretch reminiscent of Itami's earlier work as a hybrid of the learning and design schools: strong leadership to encourage continuous strategic learning.

ONE PROCESS OR DIFFERENT APPROACHES Do these schools represent different processes of strategy formation, or different parts of the

same process? We find either answer too constraining. Some of the schools clearly are stages or aspects of the strategy formation process (see Figure 1):

The cognitive school resides in the mind of the strategist located at the center. The positioning school looks behind at established data that is analyzed and fed into

the black box of strategy making.

The planning school looks slightly ahead, to program the strategies created in other

ways.

The design school looks farther ahead to a strategic perspective. a The entrepreneurial

school looks beyond to a unique vision of the future.

The learning and power schools look below, enmeshed in details. Learning looks into

the grass roots, whereas power looks under the rocks-to places that organizations may not want to expose.

The cultural school looks down, enshrouded in clouds of beliefs. Above the cultural school, the environmental school looks on, so to speak. The configuration school looks at the process, or, we might say, all around it, in

contrast to the cognitive school that tries to look inside the process.

Dealing with all this complexity in one process may semi overwhelming. But that is the nature of the beast. Strategy formation is judgmental designing, intuitive visioning, and emergent learning; it is about transformation as well as perpetuation; it must involve individual cognition and social interaction, cooperative as well as conflictive; it has to include analyzing belore and programming after as well as negotiating during; and all this must be in response to what may be a demanding environment. Try to omit any of this, and watch what happens! Yet, just as clearly, the process can tilt toward the attributes of one school or another: toward the entrepreneurial school during start-up or when there is the need for a dramatic turnaround, toward the learning school under dynamic conditions when prediction is well nigh impossible, and so on. Sometimes the process has to be more individually cognitive than socially interactive (in small business, for example). Some strategies seem to be more rationally deliberate (especially in mature mass-production industries and government), whereas

others tend to be more adaptively emergent (as in dynamic, high-technology industries). The environment can sometimes be highly demanding (during social upheaval), yet at other times (or even at the same times) entrepreneurial leaders are able to maneuver through it with ease. There are, after all, identifiable stages and periods in strategy making, not in any absolute sense but as recognizable tendencies. Figure 2 plots the schools as different processes along two dimensions: states of the internal process and states of the external world. In this view, practitioners can pick and choose among the various processes (or combine them when appropriate)-as long as any one is not pushed to its illogical extreme (see Table 3).

IN SEARCH OF STRATEGIC MANAGEMENT Scholars and consultants should certainly continue to probe the important elements of each school. Rut, more importantly, we have to get beyond the narrowness of each school: we need to know how strategy formation, which combines all these schools and more, really works. We need to ask better questions and generate fewer hypotheses to allow ourselves to be pulled by real-life concerns rather than being pushed by reified concepts. We need better practice, not neater theory. So we must concern ourselves with process and content, statics and dynamics, constraint and inspiration, the cognitive and the collective, the planned and the learned, the economic and the political. In other words, we must give more attention to the entire elephant-to strategy formation as a whole. We may never see it fully, but we can certainly "cc it better.