This paper reviews Robert F. Grattan’s Strategic Review: The Process of Strategy Formulation in Complex Organisations (2011), by focusing on one major implied question emerging from the title of the book: “Is the Process of Strategy Formulation Different in Complex Organizations?” The author first examines the theoretical contents of Grattan’s book relative to existing and emerging literature on the strategic process by examining several theories discussed therein. The author examines the purpose and functions of strategy formulation in general and then discusses the contents of each of Grattan’s chapters as they relate this process applied to the Strategic Defence Review (SDR) process conducted by the United Kingdom’s Ministry of Defence using strategic business management theory and governmental decision theory mainly based in policy analysis. Brief critical analysis of the value of Grattan’s work to the literature on strategy and the strategic process, as well as recommendations regarding the use of Strategic Review: The Process of Strategy Formulation in Complex Organisations are made. Finally, based on the review of the process of strategy formulation which Grattan relates from chronicling “what happens in large complex organizations during a major strategic review,” the author attempts to answer the major question: “Is the Process of Strategy Formulation Different in Complex Organizations?” from both proponent-based and opponent-based perspectives.
McFarlane, Donovan A.; Clark, Albert D.; and Waters, Melissa S.
"Is the Process of Strategy Formulation Different in Complex Organizations?,"
Southern University College of Business E-Journal: Vol. 9:
1, Article 1.
Available at: https://digitalcommons.subr.edu/cbej/vol9/iss1/1