In this essay, the author analyses, or more precisely deconstructs, the essence of thinking about “strategy” and the overall governance of organizations predominating the current academic management scene. By drawing on a simultaneously historical, heuristic, epistemological and methodological reading of the dominant work and system on this subject, which he refers to as “porterism”, the author presents a resolutely critical review of the full range of theories of managerial “strategy” as well as those of the most notable author in the field, namely, Michael Porter.
Michael Porter; porterism; strategy; competitiveness; competitive advantage