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Book Reviews : Richard Whittington: What is Strategy — and Does it Matter?:1993, London: Routledge. 165 pages

Book ReviewsRichard Whittington: What is Strategy — and Does it Matter?1993, London: Routledge. 165 pages SAGE Publications, Inc.1994DOI: 10.1177/017084069401500611 Georg Schreyögg FernUniversität, Hagen, Germany The term 'strategy' has experienced a career typical of a powerful and attractive term. It was developed in the 1960s to explain and guide the domain definition and competitive manoeuvring of businesses and corporations. Replacing the traditional field of Business Policy, the new discipline of Strategic Management quickly became very popular and glamorous in business schools and beyond. Many bestselling books were published and many other disciplines more distanced from business administration became keen on adopting the term - not the least to share a little bit of its glamour. Nowadays, nearly everything seems to be strategic: it is hard to find any decision analysis which would refrain from ennobling its subject by granting it the label 'strategic'. Even traditional practices such as performance evaluation or compensation became relabelled as strategic human-resource management, or something similar. All those extended uses and misuses have made it more and more difficult to define what the term means and to rate its importance. Meanwhile, people started wondering whether a term which can be used for everything actually http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Organization Studies SAGE

Book Reviews : Richard Whittington: What is Strategy — and Does it Matter?:1993, London: Routledge. 165 pages

Abstract

Book ReviewsRichard Whittington: What is Strategy — and Does it Matter?1993, London: Routledge. 165 pages SAGE Publications, Inc.1994DOI: 10.1177/017084069401500611 Georg Schreyögg FernUniversität, Hagen, Germany The term 'strategy' has experienced a career typical of a powerful and attractive term. It was developed in the 1960s to explain and guide the domain definition and competitive manoeuvring of businesses and corporations. Replacing the traditional field of Business Policy, the new discipline of Strategic Management quickly became very popular and glamorous in business schools and beyond. Many bestselling books were published and many other disciplines more distanced from business administration became keen on adopting the term - not the least to share a little bit of its glamour. Nowadays, nearly everything seems to be strategic: it is hard to find any decision analysis which would refrain from ennobling its subject by granting it the label 'strategic'. Even traditional practices such as performance evaluation or compensation became relabelled as strategic human-resource management, or something similar. All those extended uses and misuses have made it more and more difficult to define what the term means and to rate its importance. Meanwhile, people started wondering whether a term which can be used for everything actually
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