http://debianws.lexgopc.com/wiki143/index.php?action=history&feed=atom&title=SWOT_analysisSWOT analysis - Revision history2026-05-11T00:09:47ZRevision history for this page on the wikiMediaWiki 1.43.1http://debianws.lexgopc.com/wiki143/index.php?title=SWOT_analysis&diff=4654946&oldid=previmported>ElKevbo: rv link spam2025-10-17T23:48:14Z<p>rv link spam</p>
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<td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">← Previous revision</td>
<td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">Revision as of 04:04, 2 June 2025</td>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>Looking back from three decades later, in the book ''Strategy Safari'' (1998), management scholar [[Henry Mintzberg]] and colleagues said that ''Business Policy: Text and Cases'' "quickly became the most popular classroom book in the field", widely diffusing its authors' ideas, which Mintzberg et al. called the "design school" model (in contrast to nine other schools that they identified) of strategic management, "with its famous notion of SWOT" emphasizing assessment of a company's internal and external situations.<ref name=Mintzberg1998>{{cite book |last1=Mintzberg |first1=Henry |author-link1=Henry Mintzberg |last2=Ahlstrand |first2=Bruce W. |author-link2=Bruce Ahlstrand |last3=Lampel |first3=Joseph |date=1998 |chapter=The design school: strategy formation as a process of conception |title=Strategy safari: a guided tour through the wilds of strategic management |location=New York |publisher=[[Free Press (publisher)|Free Press]] |pages=[https://archive.org/details/strategysafarigu00mint_0/page/24 24–25] |isbn=0684847434 |oclc=38354698 |chapter-url=https://archive.org/details/strategysafarigu00mint_0/page/24 |chapter-url-access=registration}}</ref><ref name=Mintzberg1990>An analysis of the "design school" model was also in Mintzberg's earlier publications such as: {{cite journal |last=Mintzberg |first=Henry |author-link=Henry Mintzberg |date=March 1990 |title=The design school: reconsidering the basic premises of strategic management |journal=[[Strategic Management Journal]] |volume=11 |issue=3 |pages=171–195 |jstor=2486485 |doi=10.1002/smj.4250110302|doi-access=free }}</ref><ref name=Browne1999/> However, the textbook contains neither a 2&nbsp;×&nbsp;2 SWOT matrix nor any detailed procedure for doing a SWOT assessment.<ref name=Learned1965/> ''Strategy Safari'' and other books identified [[Kenneth R. Andrews]] as the co-author of ''Business Policy: Text and Cases'' who was responsible for writing the theoretical part of the book containing the SWOT components.<ref name=Mintzberg1998/><ref>{{cite book |last=Kiechel |first=Walter |author-link=Walter Kiechel |date=2010 |title=The lords of strategy: the secret intellectual history of the new corporate world |location=Boston, MA |publisher=[[Harvard Business Press]] |page=[https://archive.org/details/lordsofstrategys0000kiec/page/121 121] |isbn=9781591397823 |oclc=259247279 |url=https://archive.org/details/lordsofstrategys0000kiec/page/121 |url-access=registration |quote=What Andrews and his colleagues in the Business Policy course resolutely refused to do—and the main reason his ideas largely disappear from the subsequent history of strategy—was to agree that there were standard frameworks or constructs that could be applied to analyzing a business and its competitive situation. Oh, they might allow one, perhaps because they had helped develop it: so-called SWOT analysis, which called for looking at the strengths, weaknesses, opportunities, and threats besetting an enterprise.}}</ref><ref>{{harvnb|Hill|Westbrook|1997|p=47}}: "The work of Kenneth Andrews has been especially influential in popularizing the idea that good strategy means ensuring a fit between the external situation a firm faces (threats and opportunities) and its own internal qualities or characteristics (strengths and weaknesses)."</ref> More generally, Mintzberg et al. attributed some conceptual influences on what they called the "design school" (of which they were strongly critical) to earlier books by [[Philip Selznick]] (''Leadership in Administration'', 1957) and [[Alfred D. Chandler Jr.]] (''Strategy and Structure'', 1962),<ref name=Mintzberg1998/> with other possible influences going back to the [[McKinsey]] consulting firm in the 1930s.<ref name=Mintzberg1990/><ref>{{cite book |last=McKinsey |first=James Oscar |author-link=James O. McKinsey |date=1932 |title=Adjusting policies to meet changing conditions |series=General management series |volume=G.M. 116 |location=New York |publisher=[[American Management Association]] |oclc=10865820}} Presented at the AMA General Management Conference held in New York, May 3, 1932.</ref></div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>Looking back from three decades later, in the book ''Strategy Safari'' (1998), management scholar [[Henry Mintzberg]] and colleagues said that ''Business Policy: Text and Cases'' "quickly became the most popular classroom book in the field", widely diffusing its authors' ideas, which Mintzberg et al. called the "design school" model (in contrast to nine other schools that they identified) of strategic management, "with its famous notion of SWOT" emphasizing assessment of a company's internal and external situations.<ref name=Mintzberg1998>{{cite book |last1=Mintzberg |first1=Henry |author-link1=Henry Mintzberg |last2=Ahlstrand |first2=Bruce W. |author-link2=Bruce Ahlstrand |last3=Lampel |first3=Joseph |date=1998 |chapter=The design school: strategy formation as a process of conception |title=Strategy safari: a guided tour through the wilds of strategic management |location=New York |publisher=[[Free Press (publisher)|Free Press]] |pages=[https://archive.org/details/strategysafarigu00mint_0/page/24 24–25] |isbn=0684847434 |oclc=38354698 |chapter-url=https://archive.org/details/strategysafarigu00mint_0/page/24 |chapter-url-access=registration}}</ref><ref name=Mintzberg1990>An analysis of the "design school" model was also in Mintzberg's earlier publications such as: {{cite journal |last=Mintzberg |first=Henry |author-link=Henry Mintzberg |date=March 1990 |title=The design school: reconsidering the basic premises of strategic management |journal=[[Strategic Management Journal]] |volume=11 |issue=3 |pages=171–195 |jstor=2486485 |doi=10.1002/smj.4250110302|doi-access=free }}</ref><ref name=Browne1999/> However, the textbook contains neither a 2&nbsp;×&nbsp;2 SWOT matrix nor any detailed procedure for doing a SWOT assessment.<ref name=Learned1965/> ''Strategy Safari'' and other books identified [[Kenneth R. Andrews]] as the co-author of ''Business Policy: Text and Cases'' who was responsible for writing the theoretical part of the book containing the SWOT components.<ref name=Mintzberg1998/><ref>{{cite book |last=Kiechel |first=Walter |author-link=Walter Kiechel |date=2010 |title=The lords of strategy: the secret intellectual history of the new corporate world |location=Boston, MA |publisher=[[Harvard Business Press]] |page=[https://archive.org/details/lordsofstrategys0000kiec/page/121 121] |isbn=9781591397823 |oclc=259247279 |url=https://archive.org/details/lordsofstrategys0000kiec/page/121 |url-access=registration |quote=What Andrews and his colleagues in the Business Policy course resolutely refused to do—and the main reason his ideas largely disappear from the subsequent history of strategy—was to agree that there were standard frameworks or constructs that could be applied to analyzing a business and its competitive situation. Oh, they might allow one, perhaps because they had helped develop it: so-called SWOT analysis, which called for looking at the strengths, weaknesses, opportunities, and threats besetting an enterprise.}}</ref><ref>{{harvnb|Hill|Westbrook|1997|p=47}}: "The work of Kenneth Andrews has been especially influential in popularizing the idea that good strategy means ensuring a fit between the external situation a firm faces (threats and opportunities) and its own internal qualities or characteristics (strengths and weaknesses)."</ref> More generally, Mintzberg et al. attributed some conceptual influences on what they called the "design school" (of which they were strongly critical) to earlier books by [[Philip Selznick]] (''Leadership in Administration'', 1957) and [[Alfred D. Chandler Jr.]] (''Strategy and Structure'', 1962),<ref name=Mintzberg1998/> with other possible influences going back to the [[McKinsey]] consulting firm in the 1930s.<ref name=Mintzberg1990/><ref>{{cite book |last=McKinsey |first=James Oscar |author-link=James O. McKinsey |date=1932 |title=Adjusting policies to meet changing conditions |series=General management series |volume=G.M. 116 |location=New York |publisher=[[American Management Association]] |oclc=10865820}} Presented at the AMA General Management Conference held in New York, May 3, 1932.</ref></div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>However, a 2023 history of SWOT by Richard W. Puyt and colleagues criticized Mintzberg's "vilification of SWOT" and Mintzberg's apparently poor knowledge of the LRPS at Stanford.<ref name=Puyt2023>{{Cite journal |last=Puyt |first=Richard W. |last2=Lie |first2=Finn Birger |last3=Wilderom |first3=Celeste P. M. |date=2023-06-01 |title=The origins of SWOT analysis |journal=Long Range Planning |volume=56 |issue=3 |pages=102304 |doi=10.1016/j.lrp.2023.102304 |doi-access=free |issn=0024-6301}}</ref> Puyt et al. considered the LRPS to be the originator of SWOT (via SOFT) and said that the claim of Mintzberg and others that SWOT was invented at, or disseminated by, Harvard Business School is an "academic urban legend".<ref name=Puyt2023 /></div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>However, a 2023 history of SWOT by Richard W. Puyt and colleagues criticized Mintzberg's "vilification of SWOT" and Mintzberg's apparently poor knowledge of the LRPS at Stanford.<ref name=Puyt2023>{{Cite journal |last=Puyt |first=Richard W. |last2=Lie |first2=Finn Birger |last3=Wilderom |first3=Celeste P. M. |date=2023-06-01 |title=The origins of SWOT analysis |journal=Long Range Planning |volume=56 |issue=3 |pages=102304 |doi=10.1016/j.lrp.2023.102304 |doi-access=free |issn=0024-6301<ins style="font-weight: bold; text-decoration: none;">|url=https://research.utwente.nl/en/publications/caeb1767-c4f8-42eb-9eff-7e847aec79f9 </ins>}}</ref> Puyt et al. considered the LRPS to be the originator of SWOT (via SOFT) and said that the claim of Mintzberg and others that SWOT was invented at, or disseminated by, Harvard Business School is an "academic urban legend".<ref name=Puyt2023 /></div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>By the end of the 1960s, the four components of SWOT (without using the acronym) had appeared in other publications on strategic planning by various authors,<ref>Examples of publications in the late 1960s that mention the four components of SWOT without using the acronym include:</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>By the end of the 1960s, the four components of SWOT (without using the acronym) had appeared in other publications on strategic planning by various authors,<ref>Examples of publications in the late 1960s that mention the four components of SWOT without using the acronym include:</div></td></tr>
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