© 2004 Nick Pelling -email@example.com- MBA Dissertation - Kingston University Business School, Surrey, UK
This chapter aims to visualise the knowledge networks implicit in Henry Mintzberg’s TenSchools of strategic management. By mapping how all their certainties and uncertaintiesare interlinked, the intention is to build up a deeper understanding of the relationshipbetween
and approaches to
. The diagrams presented hereutilise a consistent visual language, and are built on a common framework (comprisingthe three Keatsian uncertainties).
Modern knowledge (creation) process Modern knowledge ([re-]use) process Dialectic knowledge (negotiation) process Uncertainty - Mystery / Quandary / Problem
Knowledge actively generated and internally maintained Knowledge generated according to given rules and theories Knowledge passively assumed: typically brought in from outside
Figure 4a: The visual language used here to express networks of knowledge
This school is quintessentially defined by the Harvard Business School GeneralManagement Group’s (1965) textbook “Business Policy: Text and Cases”.
Conceptually,this has a simple two-stage approach: (1) from close (textual) examination of a (casestudy) company, determine its
(its strengths and weaknesses) and its
(its opportunities and threats); then, (2) “Establish Fit” between
Learned, E. P.; Christiansen, C. R.; Andrews, K. R.; Guth, W.D.
(1965) “Business Policy: Text andCases”. Homewood, IL: Irwin.
4.0 - MINTZBERG’S TEN SCHOOLS
4.1THE DESIGN SCHOOL
“Strategy Formation as a Process of Conception”