CMR forum: The "honda effect" revisited

California Management Review

Volumn , Issue 4, 1996, Pages 78-117

  Mintzberg, Henry ^a   Pascale, Richard T ^a   Goold, Michael ^a   Rumelt, Richard P ^a  

^a NONE

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0039270554     PISSN: 00081256     EISSN: None     Source Type: Journal    
DOI: 10.2307/41165855     Document Type: Article

References (53)

1. H.I. Ansoff, "Critique of Henry Mintzberg's 'The Design School: Reconsidering the Basic Premises of Strategic Management,'" Strategic Management Journal, 12/6 (1991): 449-451; H. Mintzberg, "The Design School: Reconsidering the Basic Premises of Strategic Management," Strategic Management Journal, 11/6 (1990): 171-195.
2. H.I. Ansoff, "Critique of Henry Mintzberg's 'The Design School: Reconsidering the Basic Premises of Strategic Management,'" Strategic Management Journal, 12/6 (1991): 449-451; H. Mintzberg, "The Design School: Reconsidering the Basic Premises of Strategic Management," Strategic Management Journal, 11/6 (1990): 171-195.
3. Joseph L. Bower, Managing the Resource Allocation Process, Division of Research, Graduate School of Business Administration, Harvard University, Cambridge, MA, 1970, pp. 7-8.
4. For exceptions, see R.H. Hayes and W.J. Abernathy, "Managing Our Way to Economic Decline," Harvard Business Review (July/August 1980): 67; R.H. Hayes and J.G. Garvin, "Managing As If Tomorrow Mattered," Harvard Business Review (May/June 1982): 71.
5. For exceptions, see R.H. Hayes and W.J. Abernathy, "Managing Our Way to Economic Decline," Harvard Business Review (July/August 1980): 67; R.H. Hayes and J.G. Garvin, "Managing As If Tomorrow Mattered," Harvard Business Review (May/June 1982): 71.
6. Boston Consulting Group, Strategy Alternatives for the British Motorcycle Industry, Her Majesty's Stationery Office, London, July 30, 1975, p. xvi.
7. D. Purkayastha, "Note on the Motorcycle Industry - 1975," #9-578-210, Harvard Business School, Cambridge, MA, 1981, pp. 5, 10, 11, 12.
8. Boston Consulting Group, op. cit., pp. 59, also p. 40.
9. Tetsuo Sakiya, Honda Motor: The Men, The Management, The Machines (Tokyo: Kadonsha International, 1982), p. 119.
10. Richard P. Rumelt, "A Teaching Plan for Strategy Alternatives for the British Motorcycle Industry," Japanese Business: Business Policy, The Japan Society, New York, NY, 1980, p. 2.
11. Tetsuo Sakiya, "The Story of Honda's Founders," Asahi Evening News, June 1-August 29, 1979, Series #19, Series #12; also Series #10, Series #2, and Series #3.
12. Sakiya (1979), op. cit., Series #6; Sakiya (1982), op. cit., pp. 65-69.
13. Sakiya (1979), op. cit., Series #6; Sakiya (1982), op. cit., pp. 65-69.
14. Sakiya (1982), op. cit.
15. Ibid.
16. Data provided by Honda Motor Company, Tokyo, Japan, September 10-12, 1982.
17. Sakiya, (1979), op. cit., Series #13; Sakiya (1982), op. cit., p. 117.
18. Sakiya, (1979), op. cit., Series #13; Sakiya (1982), op. cit., p. 117.
19. Pascale interviews.
20. Richard T. Pascale, "Perspectives on Strategy: The Real Story Behind Honda's Success," California Management Review, 26/3 (Spring 1984): 47-72.
21. Boston Consulting Group, Strategy Alternatives for the British Motorcycle Industry, Her Majesty's Stationery Office, London, July 30, 1975, p. xvi.
22. H.I. Ansoff, Corporate Strategy: An Analytic Approach to Business Policy for Growth and Expansion (New York, NY: McGraw-Hill, 1965).
23. H. Mintzberg, "The Design School: Reconsidering the Basic Premises of Strategic Management," Strategic Management Journal, 11/6 (1990): 171-195; H. Mintzberg, "Learning 1, Planning O: Reply to Igor Ansoff," Strategic Management Journal, 12/6 (1991): 463-466; H.I. Ansoff, "Critique of Henry Mintzberg's The Design School: Reconsidering the Basic Premises of Strategic Management,'" Strategic Management Journal, 12/6 (1991): 449-461.
24. H. Mintzberg, "The Design School: Reconsidering the Basic Premises of Strategic Management," Strategic Management Journal, 11/6 (1990): 171-195; H. Mintzberg, "Learning 1, Planning O: Reply to Igor Ansoff," Strategic Management Journal, 12/6 (1991): 463-466; H.I. Ansoff, "Critique of Henry Mintzberg's The Design School: Reconsidering the Basic Premises of Strategic Management,'" Strategic Management Journal, 12/6 (1991): 449-461.
25. H. Mintzberg, "The Design School: Reconsidering the Basic Premises of Strategic Management," Strategic Management Journal, 11/6 (1990): 171-195; H. Mintzberg, "Learning 1, Planning O: Reply to Igor Ansoff," Strategic Management Journal, 12/6 (1991): 463-466; H.I. Ansoff, "Critique of Henry Mintzberg's The Design School: Reconsidering the Basic Premises of Strategic Management,'" Strategic Management Journal, 12/6 (1991): 449-461.
26. Boston Consulting Group, Strategy Alternatives for the British Motorcycle Industry, Her Majesty's Stationery Office, London, July 30, 1975, p. xvi.
27. H. Mintzberg, "Patterns in Strategy Formation," Management Science (May 1978), pp. 934-948.
28. The claim that the BCG study did something equivalent to what we did in our tracking strategy studies - "discern patterns in . . . decisions and actions" - is also not correct. BCG inferred explanations from these patterns. We found patterns but inferred explanations from a detailed study of historical processes.
29. Bert Hopwood, Whatever Happened to the British Motorcycle Industry (San Leandro, CA: Haynes Publishing, 1981), p. 173.
30. Ibid., p. 181.
31. Ibid., p. 183.
32. Ibid., p. 171
33. Boston Consulting Group, Strategy Alternatives for the British Motorcycle Industry, London: Her Majesty's Stationery Office, 1975.
34. Richard T. Pascale, "Perspectives on Strategy: The Real Story Behind Honda's Success," California Management Review, 26/3 (Spring 1984): 47-72.
35. C.K. Prahalad and Gary Hamel, "The Core Competence of the Corporation," Harvard Business Review (May/June 1990), pp. 79-91.
36. Boston Consulting Group, op. cit., p. x.
37. Ibid., p. xiv.
38. Ibid., p. x.
39. Ibid., p. xi.
40. Alfred D. Chandler, Jr., Scale and Scope: The Dynamics of Industrial Capitalism (Cambridge, MA: Belknap Press, 1990), pp. 284-286.
41. Boston Consulting Group, op. cit., pp. 18-19.
42. Pascale, op. cit., p. 51.
43. Ibid., p. 51.
44. Ibid.
45. Ibid., p. 57.
46. In Gary Hamel and C.K. Prahalad, "Strategic Intent," Harvard Business Review (May/June 1989), pp. 63-76, and in C.K. Prahalad and Gary Hamel, "The Core Competence of the Corporation," Harvard Business Review (May/June 1990), pp. 79-91.
47. In Gary Hamel and C.K. Prahalad, "Strategic Intent," Harvard Business Review (May/June 1989), pp. 63-76, and in C.K. Prahalad and Gary Hamel, "The Core Competence of the Corporation," Harvard Business Review (May/June 1990), pp. 79-91.
48. Hamel and Prahalad, op. cit., p. 66.
49. Ibid., p. 70.
50. Quite a few years ago I wrote [1978: 197] "As a descriptive tool, strategy is the analog of the biologist's method of 'explaining' the structure and behavior of organisms by pointing out the functionality of each attribute in a total system (or strategy) designed to cope with or inhabit a particular niche." Richard P. Rumelt, "Evaluation of Strategy: Theory and Models," in Dan E. Schendel and Charles W. Hofer, eds., Strategic Management: A New View of Business Policy and Planning, (Boston, MA: Little Brown, 1979), pp. 196-211.
51. This assertion is based on my further research on Honda over the period 1980-89 as reported in Richard T. Pascale, Managing on the Edge (New York, NY: Simon & Schuster, 1990), pp. 245-259.
52. Sections of this paper are drawn from Pascale, Milkman and Gioja, "The 21st Century CEO," published by CSC Index, Summer 1996.
53. I am indebted to Larry Keeley of The Doblin Group for this observation. See "Ten Rules of the Web," Larry Keeley, February 1996, in draft.