In the mid-1990s, the U.S. Air Force initiated a process of corporate strategic planning that envisioned a significant change in the institution’s core technological capabilities by 1025.
Approaching the topic from an organizational and entrepreneurship studies perspective, Barzelay (public management, London School of Economics and Political Science, UK) and Campbell (U.S.
Government and politics, U. of British Columbia, Canada) explore the implications of the planning process. They explore questions of organizational culture, implementation of corporate
strategy, and organizational innovation. Annotation (c) Book News, Inc., Portland, OR (booknews.com)
