To write about any subject, however complex, it is necessary to follow a linear path. This has its limitations, in describing strategic management, as the connections between the subtopics are not linear, and resemble a plate of spaghetti where most strands are connected to many others. Perhaps a can of worms might be a better analogy, as the subject is continually moving and developing. One result of this is that many different choices could be made for the structure of the book, and for the cross-referencing inside the chapters. For this reason it is worth exploring how the parts fit together, to help readers who might come to the book with a different mindset.

The first three chapters set the scene for a study of the subject. Chapter 1 traces its evolution from the mid-1960s to date, showing the different schools of thought that have developed, and trying to help the reader put them in context. This is important because too many writers who develop a new slant to the subject overemphasise their own views at the expense of the existing body of knowledge. In reality, much that is new should supplement, instead of attempting to replace, that which already exists. Other chapters discuss the issues in achieving strategic success, and examine the concept of strategic management.

Part 2 of the book consists of five chapters which deal specifically with one aspect of strategy, the relation of the business with the external environment. Chapter 4 presents a way of thinking...