Show Summary Details

Page of

PRINTED FROM OXFORD HANDBOOKS ONLINE (www.oxfordhandbooks.com). © Oxford University Press, 2018. All Rights Reserved. Under the terms of the licence agreement, an individual user may print out a PDF of a single chapter of a title in Oxford Handbooks Online for personal use (for details see Privacy Policy and Legal Notice).

date: 29 September 2020

Abstract and Keywords

This article aims to describe the evolution of thinking about business strategy over the forty or so years in which it has been identified as a distinct subject of study, and makes some suggestions about its possible future development. It begins from the 1960s perspective in which strategy was largely equated with corporate planning, describes the 1970s emphasis on diversification and portfolio planning, and observes concern in the 1980s for concentration on the core business and the development of less analytic, more people-orientated approaches to management. It concludes with thoughts for the future. The article outlines the conventional, now unfashionable, but nevertheless still dominant rationalist approach to strategic thinking — scan the environment, assess your strengths and weaknesses, formulate the strategy, and then go on to secure its implementation. But the principal criticisms made of that approach is also noted.

Keywords: business strategy, corporate planning, diversification, portfolio planning, core business, strategy history

Access to the complete content on Oxford Handbooks Online requires a subscription or purchase. Public users are able to search the site and view the abstracts and keywords for each book and chapter without a subscription.

Please subscribe or login to access full text content.

If you have purchased a print title that contains an access token, please see the token for information about how to register your code.

For questions on access or troubleshooting, please check our FAQs, and if you can''t find the answer there, please contact us.