Examines the nature of business environments and reports on the potential danger they have for organizations operating unresponsively from unrealistically safe views of reality. Argues that these organizations need to adopt an objectively rational view of their position in their environment, and...

Observes that, as we move through the 1990s, a “competence‐based” view of strategic management is emerging and gathering force. Explains the underlying idea which organizational success is not only due to competitive market offers and activities but more to organizational skills which...

Describes a range of contexts associated with the learning organization literature and the job of learning organization leader. Offers prescriptions about how classically administered productivity improvement might be implemented in organizations, on the one hand, and how self‐organizing,...

Attempts to provide clarification over the definition of strategic management. Identifies and discusses a number of interrelated components which collectively create a configuration or domain for strategic management.