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Over het boek:

Leiderschap gaat over mensen zodanig beïnvloeden dat ze een bepaalde richting inslaan. Dat kun je op allerlei manieren doen. Elke leiderschapsstijl heeft inherente kwaliteiten en valkuilen en past beter bij sommige mensen en omstandigheden dan bij andere. Hoe meer inzicht leiders hebben in hun voorkeursstijl en hoe flexibeler ze weten te switchen naar een stijl die bij de situatie past, hoe effectiever ze zijn.

In dit boek brengen de auteurs tien paar tegengestelde leiderschapsstijlen in kaart. Zo krijg je als lezer steeds inzicht in de sterke en zwakke kanten van beide uitersten en het helpt je te bepalen wat op dit moment je eigen voorkeur is.

De tien dimensies van leiderschap beslaan het hele scala van leiderschapsrollen, van de leider als coach (interpersoonlijk leiderschap) tot de leider als organisator (organisationeel leiderschap), strateeg (strategisch leiderschap), betekenisgever (leiderschap & missie) en rolmodel (leiderschap & zelf).

Als lezer word je uitgenodigd om je eigen leiderschapsontwikkelingsplan uit te stippelen, met behulp van een interactieve app. Daarnaast word je uitgedaagd om na te denken over hoe je zelf met een aantal cases zou omgaan. Je kunt op een interactief webforum bekijken hoe anderen het hebben aangepakt en daarover met elkaar discussiëren. Leadership Agility is een nuttig instrument voor zowel professionals in het bedrijfsleven als voor bedrijfskundestudenten en de leiders van morgen.

Rademakers, M. / Publisher: Rotterdam School of Management

This book is about inter-firm cooperation, and how and why it differs from country to country.

Based on a cross-national comparative study between the highly competitive Dutch and UK potato industries, the book reveals that both bilateral (i.e., firm-to-firm) and multilateral forms (i.e., business associations) of cooperation differ greatly between these countries. Moreover, it is shown that inter-firm cooperation can be considered as an important way to gain competitive advantage in internationally competitive markets.

The book provides an interpretive framework for analysis, helping to explain why distinct ways of inter-firm organization can develop in same industries, in different countries. It is argued that managers need to take into account the influence of key social institutions when they develop their strategies, and that they, to some degree, can influence them for the benefit of their organizations.

Meyer, R. / Publisher: Erasmus Research Institute of Management (ERIM)

This study is about mapping the mind of the strategist - quantitatively measuring the core beliefs that executives have about the best way to approach strategic issues. The objective is to develop a reliable instrument for measuring these strategy beliefs, which can be reused across a broad range of cognitive studies. The intention is to create a Hofstede-like universal instrument for quantitatively capturing strategic beliefs of executives across any range of industries and cultures.

Download the full text here

Wit, B. de & Meyer, R. / Publisher: Thomson Learning (2004)

The belief that managers and potential managers will profit from understanding the major conflicting approaches to strategy forms the point of departure for this book. Ignoring the profound differences between the various schools of thought does not enhance a manager's or student's capacity for strategic thinking. Rather, it is only when there is knowledge of the various points of view can strategists truly see the range of options open to them. Then they can find a way to choose between them, or integrate them, to be practically effective. This book is intended for readers who need a strategy text, without the case material.

Wit, B. de & Meyer, R. / Publisher: South-Western Cengage Learning; 3rd edition (2010)

The belief that managers and potential managers will profit from understanding the major conflicting approaches to strategy forms the point of departure for this book. Ignoring the profound differences between the various schools of thought does not enhance a manager's or student's capacity for strategic thinking. Rather, it is only when there is knowledge of the various points of view can strategists truly see the range of options open to them. Then they can find a way to choose between them, or integrate them, to be practically effective. To structure the comparison of strategy approaches, the most important conflicting strategy perspectives have been clustered together around ten key strategy issues, one key issue per chapter. Two classic readings in each chapter by key strategic thinkers further represent the two opposite positions.

De Wit and Meyer's Strategy Synthesis actively challenges the educational orthodoxy to encourage students and managers to be critical, and to challenge them to be analytical, in order to facilitate creativity and unconventional thinking. In this text the authors carefully guide students and managers through the many, often conflicting, perspectives in the field of strategy, in order to help them become true strategic thinkers.

Wit, B. de & Meyer, R. / Publisher: South-Western Cengage Learning; 4th edition (2010)

Conventional strategic management education is dominated by a strong industry recipe that: limits the number of perspectives presented; uses an overly simplistic step-by-step strategic planning approach; reworks original material into consistent and bite-size pieces of text; and leans heavily towards the author's own domestic context in terms of the choice of perspectives, theories, examples and cases.

De Wit and Meyer's Strategy takes a strikingly different approach. The fundamental differences of opinion within strategic management are not ignored or smoothed over. Instead, the authors carefully guide the students through the many, often conflicting, perspectives in the field of strategy, in order to help them become critical and creative strategic thinkers.

Opinions on the book:

Human Systems Management (2008) , Vol. 27, pp. 87–88

“Why review a strategy teaching textbook, one might well ask, when so many are similar in content and structure? The reason is this one is different.”

Academy of Management Learning & Education (2005), Vol. 4, Nr. 4, pp. 516-517

“Therefore,[…], Strategy Synthesis presents one realistic and effective option available to most strategy instructors for improving student abilities in a number of these key areas. It is an intellectually stimulating book that is certain to engage the student reader through its unique approach.”

Unknown user on amazon.com

“Challenging... yes. Intelligent... absolutely! Relevant to the needs of people working with strategy... undoubtedly! [… ] This is an exceptional piece of work. Highly recommended.”