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Contents

List of exhibits xii

Acknowledgements xiv
Preface xvi
Teaching & Learning Support Resources xxii

Section Strategy1

I
1 Introduction 2
The nature of strategy 2
Identifying the strategy issues 3
Structuring the strategy debates 10
Managing strategy paradoxes 16
Developing an international perspective 19

Introduction to the readings 24

Reading 1.1 Complexity: The nature of real world problems  25
by Richard Mason and Ian Mitroff  
Reading 1.2 Managing strategic contradictions  32
by Wendy K. Smith and Michael L. Tushman
Reading 1.3 Cultural constraints in management theories  42
by Geert Hofstede
References 49

2 Strategizing 55
Introduction 55
The issue of strategic reasoning 56
The paradox of logic and intuition 61
Perspectives on strategizing 65
Managing the paradox of logic and intuition 72
Strategic thinking in international perspective 73

Introduction to the readings 76

Reading 2.1 Explicating dynamic capabilities: The nature and  77
microfoundations of (sustainable) enterprise performance
by David J. Teece
Reading 2.2 Exploring intuition and its role in managerial decision making  91
by Erik Dane and Michael G. Pratt

vi

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 CONTENTS   vii

Reading 2.3 P
 sychological foundations of dynamic capabilities:  108
Reflexion and reflection in strategic management
by Gerard P. Hodgkinson and Mark P. Healey
References 118

3 Missioning and Visioning 131

Introduction 131
The issue of organizational purpose 138
The paradox of profitability and responsibility 139
Perspectives on missioning and visioning 143
Managing the paradox of profitability and responsibility 148
Missioning and visioning in ­international perspective 150

Introduction to the readings 152

Reading 3.1 The social responsibility of business is to increase its profits  154
by Milton Friedman
Reading 3.2 Stockholders and stakeholders: A new perspective on  157
corporate governance
by Edward Freeman and David Reed
Reading 3.3 Creating shared value: How to reinvent capitalism and unleash
a wave of innovation and growth 163
by Michael E. Porter and Mark R. Kramer
References 175

Section STRATEGY CONTENT179

II
4 Business Level Strategy 182
Introduction 182
The issue of competitive advantage 182
The paradox of markets and resources 196
Perspectives on business level strategy 200
Managing the paradox of markets and resources 206
Business level strategy in international perspective 208

Introduction to the readings 209

Reading 4.1 Strategy from the outside in  211
by George S. Day and Christine Moorman
Reading 4.2 Firm resources and sustained competitive advantage  218
by Jay Barney
Reading 4.3 Dynamic capabilities: An exploration of how  226
firms renew their resource base
by Véronique Ambrosini, Cliff Bowman and Nardine Collier
References 238

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viii  CONTENTS

5 Corporate Level Strategy 242

Introduction 242
The issue of corporate configuration 242
The paradox of responsiveness and synergy 247
Perspectives on corporate level strategy 254
Managing the paradox of responsiveness and synergy 260
Corporate level strategy in international perspective 262

Introduction to the readings 264

Reading 5.1 Strategy and the business portfolio  265
by Barry Hedley
Reading 5.2 The core competence of the corporation  272
by C.K. Prahalad and Gary Hamel
Reading 5.3 Seeking synergies  280
by Andrew Campbell and Michael Goold
References 293

6 Network Level Strategy 295

Introduction 295
The issue of inter-organizational relationships 295
The paradox of competition and cooperation 304
Perspectives on network level strategy 308
Managing the paradox of competition and cooperation 314
Network level strategy in international perspective 316

Introduction to the readings 319

Reading 6.1 Collaborate with your competitors – and win  320
by Gary Hamel, Yves Doz and C.K. Prahalad
Reading 6.2 Creating a strategic centre to manage a web of partners  325
by Gianni Lorenzoni and Charles Baden-Fuller
Reading 6.3 Coevolution in business ecosystems  334
by James F. Moore
References 339

Section Strategy process343

III
7 Strategy Formation 345
Introduction 345
The issue of realized strategy 345
The paradox of deliberateness and emergence 350
Perspectives on strategy formation 356
Managing the paradox of deliberateness and emergence 363
Strategy formation in international perspective 365

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 CONTENTS   ix

Introduction to the readings 367

Reading 7.1 Managing the strategy process  368
by Balaji Chakravarthy and Peter Lorange
Reading 7.2 Logical incrementalism  372
by James Quinn
Reading 7.3 Environmental uncertainty, foresight  379
and strategic decision making: An integrated study
by Riccardo Vecchiato
References 393

8 Strategic Change 399

Introduction 399
The issue of strategic alignment 399
The paradox of revolution and evolution 406
Perspectives on strategic change 411
Managing the paradox of revolution and evolution 416
Strategic change in international perspective 417

Introduction to the readings 420

Reading 8.1 Reengineering work: Don’t automate, obliterate  422
by Michael Hammer
Reading 8.2 Building learning organizations  428
by Peter Senge
Reading 8.3 Ambidextrous organizations: Managing  436
evolutionary and revolutionary change
by Michael L. Tushman and Charles A. O’Reilly III
References 445

9 Strategic Innovation 448

Introduction 448
The issue of strategic renewal 448
The paradox of exploitation and exploration 455
Perspectives on strategic innovation 460
Managing the paradox of exploitation and exploration 463
Strategic innovation in international perspective 466

Introduction to the readings 469

Reading 9.1 Six Sigma: Definition and underlying theory  470
by Roger G. Schroeder, Kevin Linderman,
Charles Liedtke and Adrian S.Choo
Reading 9.2 The innovator’s dilemma  485
by Clayton M. Christensen
Reading 9.3 Exploitation, exploration, and process management:  493
The productivity dilemma revisited
by Mary J. Benner and Michael L. Tushman
References 507

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x  CONTENTS

Section Strategy Context515

IV
10 The Industry Context 517
Introduction 517
The issue of industry development 518
The paradox of compliance and choice 525
Perspectives on the industry context 529
Managing the paradox of compliance and choice 535
The industry context in international perspective 536

Introduction to the readings 538

Reading 10.1 Industry evolution  539
by Michael E. Porter
Reading 10.2 Blue ocean strategy  545
by W. Chan Kim and Renée Mauborgne
Reading 10.3 How industries change  553
by Anita M. McGahan
References 561

11 The Organizational Context 563

Introduction 563
The issue of organizational development 564
The paradox of control and chaos 567
Perspectives on the organizational context 571
Managing the paradox of control and chaos 577
The organizational context in international perspective 579

Introduction to the readings 581

Reading 11.1 Defining leadership and explicating the process  582
by Richard M. Cyert
Reading 11.2 Strategy as order emerging from chaos  586
By Ralph Stacey
Reading 11.3 Structured networks: Towards the well-designed matrix  592
by Michael Goold and Andrew Campbell
References 601

12 THE INTERNATIONAL CONTEXT 605

Introduction 605
The issue of international configuration 606
The paradox of globalization and localization 613
Perspectives on the international context 619
Managing the paradox of globalization and localization 625
The international context in international perspective 627

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 CONTENTS   xi

Introduction to the readings 630

Reading 12.1 The globalization of markets  631
by Theodore Levitt
Reading 12.2 The myth of globalization  636
by Susan Douglas and Yoram Wind
Reading 12.3 Clusters and the new economics of competition  644
Michael E. Porter
References 652

Section Cases655

V
1 Zara: Fast fashion in the digital age  656
By Vanessa Burbano, Bennett Chiles and Dan J. Wang
2 Bitcoin: A disruptive innovation or a bubble set to burst?  678
By Geeta Singh and Syeda Maseeha Qumer
3 ‘Compassion vs competitiveness’ dilemma at Novo Nordisk  690
By Debapratim Purkayastha
4 Amazon.com’s business model and its evolution  704
By Syeda Maseeha Qumer and Debapratim Purkayastha
5 Alphabet Inc.: Reorganizing Google  722
By Syeda Maseeha Qumer and Debapratim Purkayastha
6 Renault-Nissan alliance: Will further integration create more synergies?  738
By Wiboon Kittilaksanawong and Caroline Palecki
7 Time for a change at The Change Foundation  749
By Alexander Smith
8 Federated Co-Operatives Limited: Change management  761
By Dionne Pohler
9 Netflix, Inc.  769
By Professor Frank T. Rothaermel and Austin Guenther
10 Tesla Motors’ business model configuration  784
By Dipl. Kfm. Erwin Hettich and Prof. Dr. Günter Müller-Stewens
11 Ricardo Semler: A revolutionary model of leadership  806
By Professor William W. Maddux with Roderick I. Swaab,
Betania Tanure and Elin Williams
12 Huayi Brothers: Strategic transformation  815
By Professors Jie Li and Jean-Louis Schaan
Index 827

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List of exhibits

Exhibit 1.1 Short case – Disney: Is magic back in the mouse house? 20
Exhibit 2.1 Short case – Samsung: Cosmopolitans on the Han River 64
Exhibit 2.2 The analytic reasoning perspective – Berkshire Hathaway: Not
outside the box 68
Exhibit 2.3 The holistic reasoning perspective – Q & A
with Richard Branson 71
Exhibit 3.1 Short case – Fonterra: Creaming the profits in dairy? 141
Exhibit 3.2 The shareholder value perspective – Mission statement
Dean Foods 145
Exhibit 3.3 The stakeholder values perspective – Credo Johnson
& Johnson 147
Exhibit 4.1 Short case – Yakult: Message in a tiny bottle 198
Exhibit 4.2 The outside-in perspective – Riot: Upsetting
the gaming industry 202
Exhibit 4.3 The inside-out perspective – Dyson: Blown
by the wind 205
Exhibit 5.1 Short case – Nestlé: Chewing over a healthy future 252
Exhibit 5.2 The portfolio organization perspective – Samsung:
Diverge and conquer 256
Exhibit 5.3 The integrated organization perspective – Ocean
Network Express: One for all and all for one 259
Exhibit 6.1 Short case – Cogoport: Sea-change in the freight
forwarding industry 307
Exhibit 6.2 The discrete organization perspective – Dangote:
Waging wars on the African continent 311
Exhibit 6.3 The embedded organization perspective – Nike:
Running network for gold 313
Exhibit 7.1 Short case – TomTom: Navigating through
uncharted waters 354
Exhibit 7.2 The strategic planning perspective – Kooyman:
Helping build islands 358
Exhibit 7.3 The strategic incrementalism perspective – Pixar:
“Going from suck to non-suck” 362
Exhibit 8.1 Short case – Avon: The changing face of direct selling 409
Exhibit 8.2 The discontinuous alignment perspective – Goldman Sachs:
Banking on digitalization  413

xii

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 List of exhibits  xiii

Exhibit 8.3 Continuous alignment perspective – Stora Enso:

Centuries of change 415
Exhibit 9.1 Short case – 3M: In search of renewal 458
Exhibit 9.2 The strategic improvement perspective – Weber-Stephen
products: Hot for grills 461
Exhibit 9.3 The radical rejuvenation perspective – Beyond Meat:
Supplanting the meat aisle 462
Exhibit 10.1 Short case – Nintendo: Press start to continue 526
Exhibit 10.2 The industry dynamics perspective – AB-InBev:
Downstream global beer 531
Exhibit 10.3 The industry leadership perspective – Spotify:
Marching to a new tune 534
Exhibit 11.1 Short case – Gazprom: Built to dream 569
Exhibit 11.2 The organizational leadership perspective – Fiat-Chrysler:
Leading by Italian example 573
Exhibit 11.3 Organizational dynamics perspective – Migros:
By and for the people 576
Exhibit 12.1 Short case – Nespresso in China: Where else? 617
Exhibit 12.2 Global convergence perspective – Unilever: Global jewels
for people and planet 621
Exhibit 12.3 The international diversity perspective – Walking down
Sesame Street in Afghanistan 624

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Acknowledgements

The meaning of life is not to be discovered only after death in some hidden,
mysterious realm; on the contrary, it can be found by eating the succulent fruit
of the Tree of Life and by living in the here and now as fully and creatively as
we can.
Paul Winter Kurtz (1925–2012); American sceptic and secular humanist

O nly one professor should have been nominated as role model for students; only one
colleague as university professor benchmark; only one human as friend exemplar;
one man as perfect husband and father. He is the one who understood the meaning of life
in full by eating the succulent fruit of the Tree of Life and by living in the here and now.
I worked with him in our early university career, and again many years later. This man
contributed to the previous edition of this book, with the intention of cooperating in many
more editions. Tragically, on 15 June 2015, while cycling up the Col du Galibier in the
French Alps, enjoying life to the full, my colleague and friend Gep Eisenloeffel suffered
a stroke and passed away in the arms of his wife, Nienke. I miss him dearly still, and my
thoughts remain with Nienke and their daughter Katrien.
Life continued of course, and apart from an empty heart I also had an empty diary.
During the summer of 2015 I had planned to start work with Gep on the next edition of
this book, especially on the international perspective sections. Katrien very kindly donated
Gep’s library to our brilliant student from Leiden University, Wester Wagenaar, who had
also contributed to the previous edition. Wester picked up the work, and although not yet
as experienced as Gep, he has done a marvellous job.
As in previous editions, this seventh edition brings together the work of great people
in the management field, chiefly from the field of strategy. I thank them for creating
new knowledge and insights, for their inspiration and hard work, and for developing the
management field to where it is today. Writing this book would not have been possible
without the current academic knowledge base and the authors of many phenomenal
papers. I also apologize for not being able to include all of the excellent contributions: as
the architect of this edition I read many excellent papers, but since there is a limitation to
a book’s size I could select only a few. It was simply not possible to include all the great
papers and, therefore, several tough and (sometimes) personal choices had to be made.
I would like to thank the professors who select the book as the basis of class discussions,
to help students develop their strategic mind. As in previous editions, many improvements
to this seventh edition are based on the feedback of professors who have used earlier
editions in their classrooms. I am grateful for their valuable insights, and for sharing their
experiences. Many thanks also to other academic colleagues: the anonymous reviewers
of the manuscript and particularly Paul Knott, who has been so kind to update his great
Fonterra short case again.
I would also like to thank all of my colleagues at Nyenrode Business University,
including management, support staff and faculty, and particularly my strategy department
colleagues: Wolter Lemstra for his in-depth and detailed review of the manuscript on the
basis of his academic knowledge and student feedback, Jeroen van der Velden for updating
the short case on 3M, Claudia Janssen for providing recent insights on the short case on

xiv

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 ACKNOWLEDGEMENTS  xv

TomTom, and Jeroen Brinkhuis. Jeroen has helped develop the book’s navigation tool,
Tree of Strategy, and has then spent many hours designing the book cover on the basis of
the Tree of Strategy.
Developing this edition has also been an enormous effort of my Strategy Works team
members, and particularly (in alphabetical order) Adriaan de Bruijn, Christien van Rijs,
Michael van Everdingen, Rinske Breuer, and Roel Meijers. I am extremely proud and
grateful to be a member of this tremendous team. Special thanks are due to our research
associate, Bhavya Srivastava.
I am particularly grateful to Wester Wagenaar. While finishing his Japanese Studies
degree at Leyden University, Wester had already contributed to the fifth edition of this
book by co-developing short cases and illustrations, just before he moved to Nagasaki
to finish his thesis. Wester then studied in Sweden, Germany and Japan for his Master’s
in ‘Euroculture: Society, Politics and Culture in a Global Context’. While in Uppsala,
Sweden, our cooperation on this book resumed. Gep Eisenloeffel’s untimely death in June
2015 was unexpected and extremely tragic, yet it forged the beginning of an intellectual
cooperation with Wester that continues to this day. While in Edinburgh to pursue a Master’s
in Creative Writing, Wester worked on this book for the third time. For the seventh edition,
he was responsible for the 34 exhibits scattered throughout the book of which he co-wrote
28. Although my expectations of Wester’s academic talents were already high, he continues
to exceed them by far. His linguistic skills are phenomenal and his academic performance
is at peak professional standards, easily matching those of experienced academics.
I would also like to thank the Cengage Learning team I have worked with on this new
edition. In particular, I thank Andrew Ashwin for trusting me to develop the new edition,
Annabel Ainscow, Virginia Thorp and Hannah Jones. Also I will not forget the man who
got us started 25 years ago, our first editor, David Godden. Thank you all.
Finally, and most importantly, I would like to thank my family: my wife Pamela, my
daughter Liz, my father Leen and his partner Anneke. Thank you so much. I promise that
in the immediate future I will be eating the succulent fruit of the Tree of Life and be living
in the here and now as fully and creatively as I can.

AUTHOR BIOGRAPHY
Bob de Wit is Professor of Strategic Leadership at Nyenrode Business University, The
Netherlands. He is also founder and director of Strategy Works and Strategy Academy
in Rotterdam. Bob is a member of the Journal of Change Management Advisory Board,
and a reviewer for the Strategic Management Society conference. Bob’s research focuses
on the future of businesses, industries and countries as the result of digital technologies,
on which topic Bob delivers presentations and key note speeches around the globe. His
mission is to combine academic rigour and practical relevance.
Bob holds a bachelor’s degree in Psychology from Utrecht University, an MBA at
the Interdisciplinary Institute Bedrijfskunde in Delft, and a PhD degree in Management
Science from Erasmus University, Rotterdam. After graduation he became a professor
in Strategic Management at the Rotterdam School of Management, Erasmus University,
teaching Strategy in MSc programmes and the international MBA programme. In 1996 he
started working at the Maastricht School of Management, a market leader in management
education in non-Western countries. Since then, Bob has taught in over 40 countries on all
continents. Bob has served as the Chairman of Interest Group ‘The Practice of Strategy’ of
the Strategic Management Society, and the Dutch Society for Strategic Decision Making
(VSB), and has been a member of the Academic Council of the Ecole Nationale des Ponts
et Chaussees in Paris.
Bob passionately loves his wife Pamela and daughter Liz.

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Preface

Not only is there an art in knowing a thing,

but also a certain art in teaching it.
Cicero (106–43 BC); Roman orator and statesman

W hat is a good strategy for teaching and learning about the topic of strategy? Judging
by the similarity of the strategic management textbooks currently available, there
seems to be a general consensus among business professors on the best approach to this
task. It is not an exaggeration to say that strategic management education is dominated
by a strong industry recipe (Spender, 1989). Almost all textbooks share the following
characteristics:
■■ Few differing perspectives. Only a limited number of perspectives and theories are
presented, often as accepted knowledge, from which prescriptions can easily be derived.
■■ Step-by-step structure. A step-by-step strategic planning approach is used as the books’
basic structure, to decompose strategy making into a number of simple sequential
activities.
■■ No primary material. The key academic articles and books on strategy are reworked
into the textbook authors’ own words to create consistent and easily digestible pieces
of text.
■■ Domestic orientation. Despite fancy subtitles referring to globalization, the choice of
perspectives, theories, examples and cases are heavily biased towards the textbook
authors’ own domestic context.
It is interesting to speculate on the causes of this isomorphism in the ‘strategic
management education’ industry. Institutionalists would probably point to the need for
legitimacy, which leads textbook authors to conform to widely accepted practices and to
avoid major innovations (e.g. Abrahamson, 1996; Powell and DiMaggio, 1991). Social
psychologists would likely suggest that over the years shared cognitive structures have
developed within the strategic management community, which makes the prevailing
educational paradigm difficult to challenge (e.g. Smircich and Stubbart, 1985; Walsh,
1995). Theorists taking a new institutional economics perspective would probably
interpret the uniformity of strategic management textbooks as a form of lock-in, caused
by the large investments already made by publishers and business professors based on
a shared educational ‘standard’ (e.g. Arthur, 1996; David, 1994). Whatever the reason,
it is striking that the character of strategic management textbooks has not significantly
changed since the founding of the field.
But what would strategy education look like if educational orthodoxy was actively
challenged and the industry rules broken? How might strategy be taught if the current
constraints were thrown aside and the teaching process was boldly reinvented? In
short, what would happen if some strategic thinking was applied to the teaching of
strategy?

xvi

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 Preface  xvii

During the last 20 years, I have constantly asked myself these questions. My conclusion
is that all four of the above features of current strategic management textbooks greatly
inhibit the development of independent strategic thinkers and therefore urgently need to
be changed. It is for this reason that I decided to create a book myself, with the following
characteristics:
■■ Multiple strategy perspectives. A broad range of differing, and often opposite,
perspectives and theories are presented, reflecting the richness of current debate among
academics and practitioners in the field of strategic management.
■■ Issue-based structure. An issue-based book structure is used, with each chapter
focusing on a key strategic issue, which is discussed from a variety of angles, leaving
readers to draw their own conclusions.
■■ Original readings. A large number of original articles and book chapters are included,
to offer readers a first-hand account of the ideas and theories of influential strategy
thinkers.
■■ International orientation. A strong international orientation is at the core of this book,
as reflected in the choice of topics, theories, readings, examples and cases.
In the following paragraphs the rationale behind the choice for these characteristics is
explained. Following this discussion, the structure of the book and the ways in which it
can be employed is further clarified.

Using Multiple Strategy Perspectives

Learning without thought is labour lost; thought without learning is perilous.

Confucius (551–479 BC); Chinese teacher, editor, politician and philosopher

What should students learn on a strategic management or business policy course? It seems
an obvious question to start with, especially for professors who teach about objective
setting. Yet, in practice, the large majority of strategic management textbooks do not
make their teaching objectives explicit. These books implicitly assume that the type of
teaching objectives and teaching methods needed for a strategic management course do
not radically differ from any other subject. Basically, strategy can be taught in the same
way as accounting or baking cookies. Their approach is based on the following teaching
objectives:
■■ Knowledge. To get the student to clearly understand and memorize all of the major
‘ingredients’.
■■ Skills. To develop the student’s ability to follow the detailed ‘recipes’.
■■ Attitude. To instil a disciplined frame of mind, whereby the student automatically
attempts to approach all issues by following established procedures.
This is an important way of teaching – it is how all of us were taught to read and write,
do arithmetic and drive a car. This type of teaching can be referred to as instructional,
because students are told what to know and do. The instructor is the authority who has
all of the necessary knowledge and skills, and it is his/her role to transfer these to the
students. Thus, the educational emphasis is on communicating know-how and ensuring
that students are able to repeat what they have heard. Students are not encouraged to

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xviii  Preface

question the knowledge they receive – on the contrary, it is the intention of instructional
teaching to get students to absorb an accepted body of knowledge and to follow established
recipes. The student should accept, absorb and apply.
However, while instructing students on a subject and programming their behaviour that
might be useful in such areas as mathematics, cooking and karate, we believe it is not
a very good way of teaching strategy. In our opinion, a strategic management professor
should have a different set of teaching objectives:
■■ Knowledge. To encourage the understanding of the many, often conflicting, schools
of thought and to facilitate developing insight into the assumptions, possibilities and
limitations of each set of theories.
■■ Skills. To develop the student’s ability to define strategic issues, to critically reflect on
existing theories, to creatively combine or develop conceptual models where necessary
and to flexibly employ theories where useful.
■■ Attitude. To instil a critical, analytical, flexible and creative mindset that challenges
organizational, industry and national paradigms and problem-solving recipes.
In other words, strategy professors should want to achieve the opposite of instructors – not
to instil recipes, but rather to encourage students to dissect and challenge recipes. Strategic
thinking is in its very essence questioning, challenging, unconventional and innovative. These
aspects of strategic thinking cannot be transferred through instruction. A critical, analytical,
flexible and creative state of mind must be developed by practising these very qualities. Hence
a learning situation must encourage students to be critical, must challenge them to be analytical,
must force them to be mentally flexible and must demand creativity and unconventional
thinking. Students cannot be instructed to be strategists, but must learn the art of strategy by
thinking and acting for themselves – they must discuss, deliberate and do. The role of the
professor is to create the circumstances for this learning. We therefore refer to this type of
teaching as facilitative.
This teaching philosophy has led to a radical departure from traditional textbooks
that focus on knowledge transfer and application skills, and that have often been written
from the perspective of just one paradigm. In this book, the fundamental differences of
opinion within strategic management are not ignored or smoothed over. On the contrary,
an important objective of this book is to expose students to the many, often opposite,
perspectives in the field of strategy. It is our experience that the challenge of comparing
and reconciling rival strategy perspectives sharpens the mind of the ‘apprentice’ strategists.
Throwing students into the midst of the central strategy debates, while simultaneously
demanding that they apply their thinking to practical strategic problems, is the most likely
way to enhance the qualities of creativity, flexibility, independence and analytical depth
that students will need to become true strategic thinkers.

Focusing on Strategy Issues

Some people are so good at learning the tricks of the trade that they never get to
learn the trade.
Sam Levenson (1911–1980); American teacher and comedian

While it is the objective of this book to increase students’ strategic thinking abilities
by exposing them to a wide range of theories and perspectives, it is not the intention to
confuse and disorient. Yet in a subject area like strategic management, in which there is
a broad spectrum of different views, there is a realistic threat that students might go deaf
listening to the cacophony of different opinions. The variety of ideas can easily become
overwhelming and difficult to integrate.

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Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
 Preface  xix

For this reason, the many theories, models, approaches and perspectives have been
clustered around 11 central strategy issues, each of which is discussed in a separate
chapter. These 11 strategy issues represent the key questions with which strategists must
deal in practice. Only the theorists whose ideas have a direct bearing on the issue at hand
are discussed in each chapter.
The advantage of this issue-based book structure is that it is decision-oriented – each
chapter is about a key type of strategic decision that needs to be made. Students are
challenged to look at a strategic issue holistically, taking various aspects and perspectives
into account, and to arrive at a proposed course of action. This type of decision-focus
closely reflects what strategizing managers need to do in practice. Step-by-step books are
much more tool-oriented, teaching students how to go through each phase of a strategic
planning process and how to use each analysis framework – useful, especially for junior
analysts, but unlikely to stimulate real strategic thinking and to provide insight into
difficult strategic choices.
Within each chapter, the opposing perspectives on how the strategic issue should be
approached are contrasted with one another by staging a virtual ‘debate’. Two opposite
perspectives are presented to kick off the debate and highlight areas of disagreement, after
which the students (and their professors) are invited to further debate the issue and decide
on the value and limitations of each point of view.
The advantage of this debate-based chapter structure is that it encourages the students’
engagement and also provokes critical thinking. As students need to determine the strengths
and weaknesses of each strategy perspective, they also become more adept at combining
different ‘lenses’ to gain a fuller understanding of a problem, while becoming more skilled
at balancing and mixing prescriptions to find innovative solutions to these problems. Some
students will feel ill at ease at not being presented with the ‘right approach’ or the ‘best
practice’, as they are used to getting in many other books. This is all the more reason to
avoid giving them one – as strategizing managers the security of one truth won’t get them
far, so it is preferable to learn to deal with (and benefit from) a variety of opinions as soon
as possible.
While the intention is not to present the ‘right answer’ or provide a ‘grand unifying
theory’, the chapter offers a third view on the issue that combines elements of both
perspectives. Not only leaders take elements of both perspectives into account to manage
the issue at hand, increasingly also strategy theorists do. Recent works of thought leaders
in the strategy field address a third way of dealing with the issue, not by choosing one of
the opposite perspectives, but by providing possible routes on how to deal with opposites.
This third view is meant to stimulate students’ strategic thinking to find innovative and
creative resolutions to the problem, but still students must make up their own minds,
depending on the context and based on the arguments placed before them.

Taking an International Perspective

Be bent, and you will remain straight.

Be vacant, and you will remain full.
Be worn, and you will remain new.
Lao Tzu (6th century BC); philosopher of ancient China

This book has been explicitly developed with an international audience in mind. For
students, the international orientation of this book has a number of distinct advantages:
■■ Cross-cultural differences. Although there has been relatively little cross-cultural
research in the field of strategy, results so far indicate that there are significant
differences in strategy styles between companies from different countries. This calls

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Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
xx  Preface

into question the habit among strategy researchers of presenting universal theories,
without indicating the cultural assumptions on which their ideas have been based. It
is not unlikely that strategy theories have a strong cultural bias and therefore cannot
be simply transferred from one national setting to another. Much of the debate going
on between strategy theorists might actually be based on such divergent cultural
assumptions. In this book the issue of cross-cultural differences in strategy style
is raised in each chapter, to discuss whether strategists need to adapt their theories,
perspectives and approaches to the country in which they are operating.
■■ International context. Besides adapting to a specific country, many companies are
operating in a variety of countries at the same time. In this international arena they
are confronted with a distinct set of issues, ranging from global integration and
coordination, to localization and transnationalization. This set of issues presented by
the international context is debated in depth in Chapter 12.
■■ International cases and illustrations. To explore how the various strategy perspectives
can be applied to different national contexts, it is imperative to have cases and
illustrations from a wide variety of countries, spread around the world. In this book
the 24 cases (12 long and 12 short cases) cover more than 20 countries and most of the
cases have an international orientation. The 22 main illustrations have also been drawn
from around the world. It must be noted, however, that we have had a bias towards
well-known firms, as these examples are more recognizable to most global audiences.

Using Original Readings

Education is not filling a bucket but lighting a fire.

William Butler Yeats (1865–1939); Irish poet and dramatist

There are no better and livelier debates than when rivals put forward their own ideas as
forcefully as they can. For this reason, we have chosen to structure the strategy debates by
letting influential theorists speak for themselves. Instead of translating the important ideas
of key writers into our own words, each chapter contains three original readings in which
the theorists state their own case. These three readings can be viewed as the discussants
in the debate, while our role is that of chairperson – we set the stage for the debate and
introduce the various perspectives and ‘speakers’, but as a conscientious chairperson we
avoid taking a position in the debate ourselves.
The three readings in each chapter have been selected with a number of criteria
in mind. As a starting point, we were looking for the articles or books that are widely
judged to be classics in the field of strategy. However, to ensure the broad representation
of different perspectives, we occasionally looked beyond established classics to find a
challenging minority point of view. Finally, discussants are only as good as their ability
to communicate to the non-initiated, and therefore we have sometimes excluded certain
classics as too technical.
To keep the size of the book within acceptable limits, most readings have had to be
reduced in length, while extensive footnotes and references have been dropped. At all times
this editing has been guided by the principle that the author’s key ideas and arguments must
be preserved intact. To compensate for the loss of references in each article, a combined
list of the most important references has been added to the end of each chapter.

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Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
 Preface  xxi

Contact Us

A stand can be made against invasion by an army; no stand can be made against
invasion by an idea.
Victor Hugo (1802–1885); French poet, novelist and playwright

Books are old-fashioned, but based on a proven technology that is still the most
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with us. You can do this by visiting our online support resources to check out the extra
features we have for you and to leave your comments and suggestions. But you can also
contact us directly by email at [email protected].

References
Abrahamson, E. (1996) ‘Management Fashion’, Academy of Management Review, 21, pp. 254–285.
Arthur, W.B. (1996) ‘Increasing Returns and the New World of Business’, Harvard Business Review, July/
August, pp. 100–109.
David, P.A. (1994) ‘Why are Institutions the “Carriers of History”?: Path Dependence and the Evolution
of Conventions, Organizations and Institutions’, Structural Change and Economic Dynamics,
pp. 205–220.
Powell, W.W. and DiMaggio, P.P. (eds) (1991) The New Institutionalism in Organization Analysis,
Chicago, IL: University of Chicago Press.
Smircich, L. and Stubbart, C. (1985) ‘Strategic Management in an Enacted World’, Academy of
Management Review, 10, pp. 724–736.
Spender, J.C. (1989) Industry Recipes: The Nature and Sources of Managerial Judgement, Oxford: Basil
Blackwell.
Walsh, J. (1995) ‘Managerial and Organizational Cognition: Notes from a Trip Down Memory Lane’,
Organization Science, 6, pp. 280–321.

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 SECTION

Strategy

1 Introduction 2

2 Strategizing 55

3 Missioning and visioning 131

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Another Random Scribd Document
with Unrelated Content
 THE APOSTOLIC FATHERS ἐπαινουμένη παρὰ πᾶσαν THY
γῆν. τοῦτο λέγει" Of. Wisd.8,19 τὸ σκεῦος τοῦ πνεύματος αὐτοῦ
δοξάζει. 10. εἶτα Ezek. 47, 1-12 Ecek. 47, 9 Exod. 17 18 ff. τί λέγει ;
Καὶ ἦν ποταμὸς ἕλκων ἐκ δεξιῶν, καὶ Prick 2 > a / ς a ν ἃ a /
ἀνέβαινεν ἐξ αὐτοῦ δένδρα ὡραῖα: καὶ ὃς ἂν φάγῃ ἐξ αὐτῶν, ζήσεται
εἰς τὸν αἰῶνα. 11. τοῦτο λέγει ὅτι ἡμεῖς μὲν καταβαίνομεν εἰς τὸ
ὕδωρ γέμοντες ἁμαρτιῶν καὶ ῥύπου, καὶ ἀναβαίνομεν
καρποφοροῦντες ἐν τῇ καρδίᾳ τὸν φόβον καὶ τὴν ἐλπίδα ᾽ a a εἰς τὸν
Ἰησοῦν ἐν τῷ πνεύματι ἔχοντες. Καὶ ὃς ἂν φάγῃ ἀπὸ τούτων, ζήσεται
εἰς τὸν αἰῶνα, nr / a ” ’ > 4 4 τοῦτο λέγει" ὃς ἄν, φησίν, ἀκούσῃ
τούτων λαλου/ μένων καὶ πιστεύσῃ, ζήσεται εἰς τὸν αἰῶνα. XII 1.
Ὁμοίως πάλιν περὶ τοῦ σταυροῦ ὁρίζει ἐν ἄλλῳ προφήτῃ λέγοντι: Καὶ
πότε ταῦτα συντελεσθήσεται ; λέγει κύριος: ὅταν ξύλον κλιθῇ καὶ
ἀναστῇ, καὶ ὅταν ἐκ ξύλου αἷμα στάξῃ. ἔχεις πάλιν περὶ τοῦ σταυροῦ
καὶ τοῦ σταυροῦ, 4 δὲ A a M - al σθαι μέλλοντος. 2. λέγει δὲ πάλιν
τῷ Moog, > \ e Ν a > 4 πολεμουμένου τοῦ ᾿Ισραὴλ ὑπὸ τῶν
ἀλλοφύλων, καὶ ἵνα ὑπομνήσῃ αὐτοὺς πολεμουμένους, ὅτι διὰ τὰς
ἁμαρτίας αὐτῶν παρεδόθησαν εἰς θάνατον" λέγει εἰς τὴν καρδίαν
Μωύσέως τὸ πνεῦμα, ἵνα ποιήσῃ τύπον σταυροῦ καὶ τοῦ μέλλοντος
πάσχειν, ὅτι, ἐὰν μή, φησίν, ἐκπίσωσιν ἐπ᾽ αὐτῷ, εἰς τὸν αἰῶνα
πολεμηθήσονται. τίθησιν οὖν Μωῦσῆς “ “ ς Ld ἕν ἐφ᾽ év ὅπλον ἐν
μέσῳ τῆς πυγμῆς, καὶ ὑψηλότερος σταθεὶς πάντων ἐξέτεινεν τὰς
χεῖρας, καὶ 1 τῷ Μωυσῇ NC, ἐν τῷ Μωυσῇ GL “ἴῃ Moses” i.e. in the
** Pentateuch "ἢ which was spoken of as “‘ Moses.” 382
 THE EPISTLE OF BARNABAS, x1. 9-xn. 2 above every land.”
He means to say that he is glorifying the vessel of his Spirit. 10.
What does he say next? “And there was a river flowing on the right
hand, and beautiful trees grew out of it, and whosoever shall eat of
them shall live for ever.” 11. He means to say that we go down into
the water full of sins and foulness, and we come up bearing the fruit
of fear in our hearts, and having hope on Jesus in the Spirit. “ And
whosoever shall eat of them shall live for ever.” He means that
whosoever hears and believes these things spoken shall live for ever.
XII 1. Srmmmarty, again, he describes the cross in The Cross
another Prophet, who says, “ And when shall all these things be
accomplished? saith the Lord. When the tree shall fall and rise, and
when blood shall flow from the tree.” Here again you have a
reference to the cross, and to him who should be crucified. 2. And
he says again to Moses, when Israel was warred upon by strangers,
and in order to remind those who were warred upon that they were
delivered unto. death by reason of their sins—the Spirit speaks to
the heart of Moses to make a representation of the cross, and of him
who should suffer, because, he says, unless they put their trust in
him, they shall suffer war for ever. Moses therefore placed one shield
upon another in the midst of the fight, and standing there raised
above them all kept stretching 383
 Is. 65, 2 av1rm.21,6 ff. Deut. 27, 15 Num. 21, 8.9 THE
APOSTOLIC FATHERS οὕτως πάλιν ἐνίκα ὁ ᾿Ισραήλ. εἶτα, ὁπόταν
καθεἶἴλεν, COavatodvto. 8. πρὸς τί; ἵνα γνῶσιν ὅτι od δύνανται
σωθῆναι, ἐὰν μὴ ἐπ᾽ αὐτῷ ἐλπίσω. σιν. 4. καὶ πάλιν ἐν ἑτέρῳ
προφήτῃ λέγει: “Ὅλην τὴν ἡμέραν ἐξεπέτασα τὰς χεῖράς μου πρὸς
λαὸν ἀπειθῆ: καὶ ἀντιλέγοντα ὁδῷ δικαίᾳ pov. ὅ. πάλιν Μωῦσῆς ποιεῖ
τύπον τοῦ ᾿Ιησοῦ, ὅτι δεῖ αὐτὸν παθεῖν, καὶ αὐτὸς ζωοποιήσει, ὃν
δόξουσιν ἀπολωλεκέναι, ἐν σημείῳ πίπτοντος τοῦ ᾿Ισραήλ, (ἐποίησεν
γὰρ κύριος πάντα ὄφιν δάκνειν αὐτούς, καὶ ἀπέθνησκον ἐπειδὴ ἡ
παράβασις διὰ τοῦ ὄφεως ἐν Kia ἐγένετο), ἵνα ἐλέγξῃ αὐτούς, ὅτι διὰ
τὴν παράβασιν αὐτῶν εἰς θλῖψιν θανάτου παραδοθήσονται. 6. πέρας
γέ τοι αὐτὸς Μωὺύσῆς ἐντειλάμενος: Οὐκ ἔσται ὑμῖν οὔτε χωνευτὸν
οὔτε γλυπτὸν εἰς θεὸν ὑμῖν, αὐτὸς ποιεῖ, ἵνα τύπον τοῦ ᾿ἸΙησοῦ
δείξη. ποιεῖ οὖν Μωύσῆς χαλκοῦν ὄφιν καὶ τίθησιν ἐνδόξως καὶ
κηρύγματι καλεῖ τὸν λαόν. 7. ἐλθόντες οὖν ἐπὶ τὸ αὐτὸ ἐδέοντο
Μωὺῦσέως, ἵνα περὶ αὐτῶν ἀνενέγκῃ δέησιν περὶ τῆς ἰάσεως αὐτῶν.
εἶπεν δὲ πρὸς αὐτοὺς Μωῦσῆς" Ὅταν, φησίν, δηχθῇ τις ὑμῶν,
ἐλθέτω ἐπὶ τὸν ὄφιν τὸν ἐπὶ τοῦ ξύλου ἐπικείμενον καὶ ἐλπισάτω
πιστεύσας, ὅτι αὐτὸς ὧν νεκρὸς δύναται ζωοποιῆσαι, καὶ παραχρῆμα
σωθήσεται. καὶ οὕτως ἐποίουν. ἔχεις πᾶλιν καὶ ἐν τούτοις τὴν δόξαν
τοῦ ᾿Ιησοῦ, ὅτε ἐν αὐτῷ πάντα καὶ εἰς αὐτόν. 8. τί λέγει πάλιν
Μωῦσῆς ᾿Ιησοῦ, vid Ναυή, ἐπιθεὶς αὐτῷ τοῦτο τὸ ὄνομα, ὄντε
προφήτῃ, ἵνα μόνον ἀκούσῃ πᾶς ὁ λαός; ὅτι πάντα ὁ πατὴρ Δ ἀπειθῆ
ἐξ, ἀπειθοῦντα Cg (LXX), 384 Ce
 THE EPISTLE OF BARNABAS, xu, 2-xn. 8 out his hands, and
so Israel again began to be victorious: then, whenever he let them
drop they began to perish, 3. Why? That they may know that they
cannot be saved if they do not hope on him. 4. And again he says in
another Prophet, “I stretched out my hands the whole day to a
disobedient people and one that refuses my righteous way.” 5. Again
Moses makes a representation of Jesus, showing that he must suffer,
and shall himself give life, though they will believe that he has been
put to death, by the sign given when Israel was falling (for the Lord
made every serpent bite them, and they were perishing, for the fall!
took place in Eve through the serpent), in order to convince them
that they will be delivered over to the affliction of death because of
their transgression. 6. Moreover, though Moses commanded them :
—“ You shall have neither graven nor molten image for your God,’
yet he makes one himself to show a type of Jesus. Moses therefore
makes a graven serpent, and places it in honour and calls the people
by a proclamation. 7. So they came together and besought Moses
that he would offer prayer on their behalf for their healing. But
Moses said to them, “ Whenever one of you,” he said, “ be bitten, let
him come to the serpent that is placed upon the tree, and let him
hope, in faith that it though dead is able to give life, and he shall
straightway be saved.” And they did so. In this also you have again
the glory of Jesus, for all things are in him and for him. 8. Again,
why does Joshus Moses say to Jesus, the son of Naue,? when he
gives him, prophet as he is, this name, that the whole 1 Literally the
‘‘ transgression.” 23.1.6. Joshua the son of Nun, of which names
Jesus and Naue are the Greek forms. 385
 ®xod. 17, 14 Mt. 22, 42-44 Ps. 110, 1 Is, 45, 1 Mk. 12, 87
Of: MEE, 22, -45; Luke,20, 44 Gen. 25, 21 THE APOSTOLIC
FATHERS φανεροῖ περὶ τοῦ υἱοῦ ᾿Ιησοῦ. 9. λέγει οὖν Μωῦσῆς
᾿Ιησοῦ, υἱῷ Νανή, ἐπιθεὶς τοῦτο τὸ ὄνομα, ὁπότε ἔπεμψεν αὐτὸν
κατάσκοπον τῆς γῆς" Λάβε βιβλίον εἰς τὰς χεῖράς σου καὶ γράψον, ἃ
λέγει κύριος, ὅτι ἐκκόψει ἐκ ῥιζῶν τὸν οἶκον πάντα τοῦ ᾿Αμαλὴκ ὁ
υἱὸς τοῦ θεοῦ ἐπ᾽ ἐσχάτων τῶν ἡμερῶν. 10. ἴδε πάλεν ᾿Ιησοῦς, οὐχὶ
υἱὸς ἀνθρώπου, ἀλλὰ υἱὸς τοῦ θεοῦ, τύπῳ δὲ ἐν σαρκὶ φανερωθείς.
ἐπεὶ οὖν μέλλουσιν λέγειν, ὅτε Χριστὸς υἱὸς Δανείδ ἐστιν, αὐτὸς
προφητεύει Δαυείδ, φοβούμενος καὶ συνίων τὴν πλάνην τῶν
ἁμαρτωλῶν: Εἶπεν κύριος τῷ κυρίῳ μου: Κάθου ἐκ δεξιῶν μου, ἕως
ἂν θῶ τοὺς ἐχθρούς σου ὑποπόδιον τῶν ποδῶν σου. 11. καὶ πάλιν
λέγει οὕτως Ἡσαΐας: Εἶπεν κύριος τῷ Χριστῷ μου κυρίῳ, οὗ
ἐκράτησα τῆς δεξιᾶς αὐτοῦ, ἐπακοῦσαι ἔμπροσθεν αὐτοῦ ἔθνη, καὶ
ἰσχὺν βασιλέων διαρρήξω. ide, mds Δανεὶδ λέγει αὐτὸν κύριον, καὶ
υἱὸν οὐ λέγει. XIII 1. Ἴδωμεν δὲ εἰ οὗτος ὁ λαὸς κληρονομεῖ ἢ ὁ
πρῶτος, καὶ εἰ ἡ διαθήκη εἰς ἡμᾶς ἢ εἰς ἐκείνους. 2. ἀκούσατε οὖν
περὶ τοῦ λαοῦ τί λέγει ς / 37. -“ πὴ 8 \ em 4 7 a ἡ γραφή" ᾿Εδεῖτο δὲ
᾿Ισαὰκ περὶ Ῥεβέκκας τῆς γυναικὸς αὐτοῦ, ὅτι στεῖρα ἦν' καὶ
συνέλαβεν. “. deen « , / \ , εἶτα ἐξῆλθεν Ῥεβέκκα πυθέσθαι παρὰ
κυρίου, καὶ εἶπεν κύριος πρὸς αὐτήν: Δύο ἔθνη ἐν τῇ γαστρί σου καὶ
δύο λαοὶ ἐν τῇ κοιλίᾳ σου, καὶ 1 Χριστὸς υἱὸς Δανείδ ἐστιν ἐξ, ὁ
Χριστὸς υἱός ἐστιν Δαυείδ 486
 THE EPISTLE OF BARNABAS, xu. 8—x111. 2 people should
listen to him alone? Because the Father was revealing everything
concerning his Son Jesus. 9. Moses therefore says to Jesus the son
of Naue, after giving him this name, when he sent him to spy out
the land, “ Take a book in thy hands and write what the Lord saith,
that the Son of God shall in the last day tear up by the roots the
whole house of Amalek.” 10. See again Jesus, not as son of man,
but as Son of God, but manifested in a type in the flesh. Since
therefore they are going to say that the Christ is David’s son, David
himself prophesies, fearing and understanding the error of the
sinners, “ The Lord said to my Lord sit thou on my right hand until I
make thy enemies thy footstool.” 11. And again Isaiah speaks thus,
“The Lord said to Christ my Lord, whose right hand I held, that the
nations should obey before him, and I will shatter the strength of
Kings.” See how “ David calls him Lord” and does not say Son. XIII
1. Now let us see whether this people or the Jews ana former people
is the heir, and whether the covenant Chyistians is for us or for
them. 2. Hear then what the of the Scripture says concerning the
people { * And Isaac “Δ prayed concerning Rebecca his wife,
because she was barren, and “sté~¢onceived. Then Rebecca went.
forth to enquire of the Lord and the Lord” said_to. her; two nations
are in thy “wonib, “and two peoples in. thy belly, and oné peoplé”
shall RII gee ae 387
 Gen. 48, 11 Gen. 48, 9 Gen, 48, 18-19 Gen. 15, 6 Gen. 17,
4. δ, THE APOSTOLIC FATHERS ὑπερέξει λαὸς λαοῦ καὶ ὁ μείζων
δουλεύσει τῷ , ᾽ , ᾽ , ΓΤ ΤΥ \ ἐλάσσονι. 3. αἰσθάνεσθαι ὀφείλετε, τίς
ὁ ᾿Ισαὰκ καὶ τίς ἡ Ῥεβέκκα, καὶ ἐπὶ τίνων δέδειχεν, ὅ ὅτι μείζων ὁ
λαὸς οὗτος ἢ ἐκεῖνος. 4. καὶ ἐν ἄλλῃ προφητείᾳ λέγει φανερώτερον ὁ
Ἰακὼβ πρὸς id? οἷ 4 ey > “ / > ὃ 4 > bd / wand τὸν υἱὸν αὐτοῦ,
λέγων: ᾿Ιδού, οὐκ ἐστέρησέν με κύριος τοῦ προσώπου σου"
προσάγαγέ μοι τοὺς υἱούς σου, ἵνα εὐλογήσω αὐτούς. ὅ. καὶ / δ Ty \
Ν Μ a \ M a προσήγαγεν Edpaiu καὶ Μανασσῆ, τὸν Μανασσῆ , rg > a
“ ᾽’ = e ᾽ θέλων ἵνα εὐλογηθῇ ὅτι πρεσβύτερος ἦν" ὁ γὰρ 4 a »"
Ιωσὴφ προσήγαγεν εἰς τὴν δεξιὰν χεῖρα τοῦ Ν 5 ’ 3 Ν᾽ \ s fal /
πατρὸς ᾿Ιακώβ. εἶδεν δὲ Ιακὼβ τύπον τῷ πνεύ rn an a 4 Ν ’ / \ ματι
τοῦ λαοῦ τοῦ μεταξύ' καὶ Ti λέγει; Kai ? / ᾽ \ > \ \ a > a \ ἐποίησεν
᾿Ιακὼβ ἐναλλὰξ τὰς χεῖρας αὐτοῦ καὶ ἐπέθηκεν τὴν δεξιὰν ἐπὶ τὴν
κεφαλὴν ᾿Εφραίμ, τοῦ δευτέρου καὶ νεωτέρου, καὶ εὐλόγησεν αὐτόν.
\ 5 " A \ ’ , / ‘ καὶ εἶπεν Ἰωσὴφ πρὸς ᾿Ιακώβ' Μετάθες σου τὴν Ν | ae
\ \ a “ δεξιὰν ἐπὶ τὴν κεφαλὴν Μανασσῆ, ὅτι πρωτότοκός μου υἱός
ἐστιν. καὶ εἶπεν ᾿Ιακὼβ πρὸς Ἰωσήφ' Οἶδα, τέκνον, οἶδα: ἀλλ᾽ ὁ
μείξων δουλεύσει τῷ ἐλάσσονι, καὶ οὗτος δὲ εὐλογηθήσεται. 6.
βλέπετε, ἐπὶ τίνων τέθεικεν, τὸν λαὸν τοῦτον εἶναι πρῶτον καὶ τῆς
διαθήκης κληρονόμον. 7. εἰ οὖν ἔτι καὶ διὰ τοῦ ᾿Αβραὰμ ἐμνήσθη,
ἀπέχομεν τὸ τέλειον τῆς γνώσεως ἡμῶν. τί οὖν λέγει τῷ > 4 ¢ , 7 3
4 > 8 ABpadp, ὅτε μόνος πιστεύσας ἐτέθη εἰς δικαιοσύνην; ᾿Ιδού,
τέθεικά σε, ᾿Αβραάμ, πατέρα ἐθνῶν τῶν πιστευόντων δι’
ἀκροβυστίας τῷ θεῷ. 488 CC χα δ ~ ΑΔ ge γα δίκιο, etme ‘ea Paey
ane
 THE EPISTLE OF BARNABAS, xu. 2—xu1. 7 overcome a
people, and the greater shall serve the less.“J 3. You ought to
understand who is Isaac and who is Rebecca, and of whom he has
shown that this people is greater than that people. 4/ And in another
prophecy Jacob speaks more plainly to Joseph his son, saying,.“‘
Behold. the Lord hath not deprived me of thy presence; bring me
thy sons, that _I may bless them.” 5. And he brought Ephraim and
Manasses, and wished that Manasses should be blessed, because he
was the elder; for Joseph brought him to the right hand of his father
Jacob, But _Jacob saw in the spirit a type of the people of the
future... And what does he say? « And Jacob crossed his hands, and
placed his right hand on the head’ of Ephraim, thé “sééond “and
younger son, and blessed him; and Joseph said to Jacob, Change
thy right hand_on to the head.of Manasses, for he is my first-born
son. And Jacob said to Joseph, I know.it,.my.child,.1_know_ it; but
he _shall_serye the less] and this one shall indeed be blessed.” 6.
See who it is of whom he ordained that this people is the first and
heir of the covenant. 7. If then besides this he remembered it also in
the case of Abraham, we reach the perfection of our knowledge.
What then does he say to Abraham, when he alone was faithful, and
it was counted him for righteousness? “Behold I have made thee,
Abraham, the father of the Gentiles who believe in God in
uncircumcision.”
 Exod. 24, 18 Exod. 81, 18 Tit. 2, 14 THE APOSTOLIC
FATHERS XIV 1. Nai. ἀλλὰ ἴδωμεν, εἰ ἡ διαθήκη, ἣν ὥμοσεν τοῖς
πατράσιν δοῦναι τῷ ad, εἰ δέδωκεν." δέδωκεν" αὐτοὶ δὲ οὐκ
ἐγένοντο ἄξιοι λαβεῖν διὰ τὰς ἁμαρτίας αὐτῶν. 2, λέγει γὰρ ὁ
προφήτης" Καὶ ἢ ἣν Μωῦσῆς νηστεύων ἐν ὄρει Σινᾶ, τοῦ λαβεῖν τὴν
διαθήκην κυρίου πρὸς τὸν λαόν, ἡμέρας τεσσεράκοντα καὶ νύκτας
τεσσεράκοντα. καὶ ἔλαβεν Μωσῆς παρὰ κυρίου τὰς δύο πλάκας τὰς
γεγραμμένας τῷ δακτύλῳ τῆς χειρὸς κυρίου ἐν πνεύματι" καὶ λαβὼν
Μωῦσῆς κατέφερεν πρὸς τὸν λαὸν δοῦναι. 8. καὶ εἶπεν κύριος πρὸς
Μωῦσῆν. Μωῦσῆ Μωσῆ, κατάβηθι τὸ τάχος, ὅτι ὁ λαός σου, ὃν
ἐξήγαγες ἐκ γῆς Αἰγύπτου, ἠνόμησεν. καὶ συνῆκεν Μωῦσῆς, ὅτι
ἐποίησαν ἑαυτοῖς πάλιν χωνεύματα, καὶ ἔρριψεν ἐκ τῶν χειρῶν," καὶ
συνετρίβησαν αἱ πλάκες τῆς διαθήκης κυρίου. 4, Μωῦσῆς μὲν
ἔλαβεν, αὐτοὶ δὲ οὐκ ἐγένοντο ἄξιοι. πῶς δὲ ἡμεῖς ἐλάβομεν, μάθετε.
Motos θεράπων ὧν ἔλαβεν, αὐτὸς δὲ κύριος ἡμῖν ἔδωκεν αἱ λαὸν
κληρονομίας, δι’ ἡμᾶς ὑπομείνας. ὅ. ἐφανερώθη δέ, ἵνα κἀκεῖνοι
τελειωθῶσιν τοῖς ἁμαρτήμασιν, καὶ ἡμεῖς διὰ τοῦ κληρονομοῦντος
διαθήκην κυρίου ᾿Ιησοῦ λάβωμεν, ὃς εἰς τοῦτο ἡτοιμάσθη, ἵνα αὐτὸς
φανείς, τὰς ἤδη δεδαπανημένας ἡμῶν καρ1 εἰ δέδωκεν &, εἰ δέδωκεν
ζητῶμεν C(GL); the grammar of the sentence is emended by G to
ἀλλὰ τὴν διαθήκην, hv... λαῷ, εἰ δέδωκεν ζητῶμεν. ' 3. χειρῶν RC,
χειρῶν τὰς πλάκας GL 390
 THE EPISTLE OF BARNABAS, χιν. 1-x1v. 5 XIV 1. So itis.
But let us see whether the covenant The which he sware to the
fathers to give to the {747 people—whether he has given it. He has
given Promise te it. But they were not worthy to receive it because
of their sins. 2. For the Prophet says, “ And Moses was fasting on
Mount Sinai, to receive the covenant of the Lord for the people, forty
days and forty nights. And Moses received from the Lord the two
tables, written by the finger of the hand of the Lord in the Spirit’;
and Moses ,~took them, and carried them down to give them to the
people. 3. And the Lord said to Moses, “ Moses, Moses, go down
quickly, for thy people whom thou didst bring out of the land of
Egypt have broken the Law. And Moses perceived that they had
made themselves again molten images, and he cast them out of his
hands, and the tables of the covenant of the Lord were broken.’ 4.
Moses received it, but they were not worthy. But learn how we
received it. Moses received it when he was a servant, but the Lord
himself gave it to us, as the people of the inheritance, by suffering
for our sakes. 5. And it was made manifest both that the tale of their
sins should be completed in their sins, and that we through Jesus,
the Lord who inherits the covenant, should receive it, for he was
prepared for this purpose, that when he appeared he might redeem
from darkness 391
 Is, 42, 6.7 Is. 49, 6. 7 Is. 61, 1. 2, ef. Luke, 4, 17. 19 Exod.
20, 8; Deut. 5, 12, ef. Pa. 28, 4 THE APOSTOLIC FATHERS δίας τῷ
θανάτῳ καὶ παραδεδομένας τῇ τῆς πλάνης ἀνομίᾳ λυτρωσάμενος ἐκ
τοῦ σκότους, διάθηται ἐν ἡμῖν διαθήκην λόγῳ. 6. γέγραπται γάρ, πῶς
αὐτῷ ὁ πατὴρ ἐντέλλεται, λυτρωσάμενον ἡμᾶς ἐκ τοῦ σκότους
ἑτοιμάσαι ἑαυτῷ λαὸν ἅγιον. 7. λέγει οὖν ὁ προφήτης" ᾿Εγὼ κύριος,
ὁ θεός σου, ἐκάλεσά σε ἐν δικαιοσύνῃ καὶ κρατήσω τῆς χειρός σου
καὶ ἐνισχύσω σε, καὶ ἔδωκά σε εἰς διαθήκην γένους, εἰς φῶς ἐθνῶν
ἀνοῖξαι ὀφθαλμοὺς τυφλῶν καὶ ἐξαγαγεῖν ἐκ δεσμῶν πεπεδημένους
καὶ ἐξ οἴκου φυλακῆς καθημένους ἐν σκότει. γινώσκομεν οὖν, πόθεν
ἔλυτρώθημεν. 8. πάλιν ὁ προφήτης λέγει" ᾿Ιδού, τέθεικά σε εἰς φῶς
ἐθνῶν, τοῦ εἶναί σε εἰς σωτηρίαν ἕως ἐσχάτου τῆς γῆς, οὕτως λέγει
κύριος ὁ λυτρωσάμενός σεθεός. 9. καὶ πάλιν ὁ προφήτης λέγει:
Πνεῦμα κυρίου ἐπ’ ἐμέ, οὗ εἵνεκεν ἔχρισέν. με εὐαγγελίσασθαι
ταπεινοῖς χάριν, ἀπέσταλκέν με ἰάσασθαι τοὺς συντετριμμένους τὴν
καρδίαν, κηρῦξαι αἰχμαλώτοις ἄφεσιν καὶ τυφλοῖς ἀνάβλεψιν,
καλέσαι ἐνιαυτὸν κυρίου δεκτὸν καὶ ἡμέραν ἀνταποδόσεως,
παρακαλέσαι πάντας τοὺς πενθοῦντας. ΧΥ 1. “Ere οὖν καὶ περὶ τοῦ
σαββάτου γέγραπται ἐν τοῖς δέκα λόγοις, ἐν οἷς ἐλάλησεν ἐν τῷ ὄρει
Σινᾶ πρὸς Μωῦσῆν κατὰ πρόσωπον' Καὶ ἁγιάσατε τὸ σάββατον
κυρίου χερσὶν καθαραῖς καὶ καρδίᾳ καθαρᾷ. 2. καὶ ἐν ἑτέρῳ λέγει:
“Edy 1 χαπεινοῖς χάριν G, ταπεινοῖς L, πτωχοῖς 8 (LXX) om. Ο, 392 oa
on ad
 THE EPISTLE OF BARNABAS, xiv, 5-xv. 2 our hearts which
were already paid over to death, and given over to the iniquity of
error, and by his word might make a covenant with us. 6. For it is
written that the Father enjoins on him that he should redeem us
from darkness and prepare a holy people for himself. 7. The Prophet
therefore says, “1 the Lord thy God did call thee in righteousness, |
and I will hold thy hands, and I will give thee strength, and I have
given thee for a covenant of the people, for a light to the Gentiles,
to open the eyes of the blind, and to bring forth from their fetters
those that are bound and those that sit in darkness out of the prison
house.” We know then whence we have been redeemed. 8. Again
the Prophet says, “ Lo, I have made thee a light for the Gentiles, to
be for salvation unto the ends of the earth, thus saith the Lord the
God who did redeem thee.” 9. And again the Prophet saith, “ The
Spirit of the Lord is upon me, because he anointed me to preach the
Gospel of grace to the humble, he sent me to heal the
brokenhearted, to proclaim delivery to the captives, and sight to the
blind, to announce a year acceptable to the Lord, and a day of
recompense, to comfort all who mourn.” XV 1, FurTHerMore it was
written concerning the The Sabbath in the ten words which he spake
on Mount S@eatb Sinai face to face to Moses. ‘“Sanctify also the
Sabbath of the Lord with pure hands and a pure heart.” 2. And in
another place he says, “If my 393
 Jer. 17. 24. 24, οὗ, ἔχ. 81, 13-17 Gen. 2, 3 Gen, 2, 2 Ps. 90,
4; IT Pet. 8, 8 Gen, 2, 2 Ex, 20, 8 Is. 1, 13 THE APOSTOLIC
FATHERS φυλάξωσιν οἱ υἱοί μου τὸ σάββατον, τότε ἐπιθήσω τὸ ἔλεός
μου ἐπ᾽ αὐτούς. 8. τὸ σάββατον λέγει ἐν ἀρχῇ τῆς κτίσεως" Καὶ
ἐποίησεν ὁ θεὸς ἐν && ἡ ἡμέραις. τὰ ἔργα τῶν χειρῶν αὐτοῦ, καὶ
συνετέλεσεν ἐν τῇ ἡμέρᾳ τῇ ἑβδόμῃ καὶ “κατέπαυσεν ἐ ἐν αὐτῇ καὶ ἡ
ἡγίασεν αὐτήν. 4, προσέχετε, τέκνα, τί λέγει, τὸ συνετέλεσεν ἐν ἐξ
ἡμέραις. τοῦτο λέγει, ὅτι ἐν ἑξακισχιλίοις ἔτεσιν συντελέσει κύριος τὰ
σύμπαντα: ἡ γὰρ ἡμέρα παρ᾽ αὐτῷ σημαίνει χίλια ἔτη. αὐτὸς δέ μοι
μαρτυρεῖ λέγων" ᾿Ιδού, ἡμέρα κυρίου ἔσται ὡς χίλια ἔτη. οὐκοῦν,
τέκνα, ἐν ἕξ ἡμέραις, ἐν τοῖς ἑξακισχιλίοις ἔτεσιν συντελεσθήσεται τὰ
σύμπαντα. ὅ. Καὶ κατέπαυσεν τῇ ἡμέρᾳ τῇ ἑβδόμῃ. τοῦτο λέγει"
ὅταν ἐλθὼν ὁ υἱὸς αὐτοῦ καταργήσει τὸν καιρὸν τοῦ ἀνόμου καὶ
κρινεῖ τοὺς ἀσεβεῖς καὶ ἀλλάξει τὸν ἥλιον καὶ THY σελήνην καὶ τοὺς
ἀστέρας, τότε καλῶς καταπαύσεται ἐν τῇ ἡμέρᾳ τῇ ἑβδόμῃ. 6. πέρας
γέ τοι λέγει" ᾿Αγιάσεις αὐτὴν χερσὶν καθαραῖς καὶ καρδίᾳ καθαρᾷ. εἰ
οὖν ἣν ὁ θεὸς ἡμέραν ἡγίασεν νῦν τις δύναται ἁγιάσαι καθαρὸς ὧν
τῇ καρδίᾳ, ἐ ἐν πᾶσιν πεπλανήμεθα. 7. ἴδε ὅτι ἄρα τότε καλῶς
καταπαυόμενοι ἁγιάσομεν αὐτήν, ὅτε δυνησόμεθα αὐτοὶ
δικαιωθέντες καὶ ἀπολαβόντες τὴν ἐπαγγελίαν, μηκέτι οὔσης τῆς
ἀνομίας, καινῶν δὲ γεγονότων πάντων ὑπὸ κυρίου' τότε δυνησόμεθα
αὐτὴν ἁγιάσαι, αὐτοὶ ἁγιασθέντες πρῶτον. 8. πέρας γέ τοι λέγει
αὐτοῖς" Τὰς νεομηνίας ὑμῶν καὶ τὰ σάββατα οὐκ ἀνέχομαι. ὁρᾶτε,
πῶς λέγει; οὐ τὰ νῦν σάββατα ἐμοὶ δεκτά, ἀλλὰ ὃ πεποίηκα, ἐν ᾧ
καταπαύσας τὰ πάντα ἀρχὴν ἡμέρας ὀγδόης 394 κ᾿ ε δ {Pee RS
 THE EPISTLE OF BARNABAS, xv. 2-xv. 8 sons keep the
Sabbath, then will I bestow my mercy upon them.” 3. He speaks of
the Sabbath at the beginning of the Creation, “And God made in six
days the works of his hands and on the seventh day he made an
end, and rested in it and sanctified it.” 4. Notice, children, what is
the meaning of “He made an end in six days”? He means this: that
the Lord will make an end of everything in six thousand years, for a
day with him means a thousand years. And he himself is my witness
when he says, “ Lo, the day of the Lord shall be as a thousand
years.” So then, children, in six days, that is in six thousand years,
everything will be completed. 5. “ And he rested on the seventh
day.” This means, when his Son comes he will destroy the time of
the wicked one, and will judge the godless, and will change the sun
and the moon and the stars, and then he will truly rest on the
seventh day. 6. Furthermore he says, “ Thuu shalt sanctify it with
clean hands and a — pure heart.” If, then, anyone has at present the
power to keep holy the day which God made holy, by being pure in
heart, we are altogether deceived. 7. See that we shall indeed keep
it holy at that time, when we enjoy true rest, when we shall be able
to do so because we have been made righteous ourselves and have
received the promise, when there is no more sin, but all things have
been made new by the Lord : then we shall be able to keep it holy
because we ourselves have first been made holy. 8. Furthermore he
says to them, “‘ Your new moons and the sabbaths I cannot away
with.” Do you see what he means? The present sabbaths are not
acceptable to me, but that which I have made, in which I will give
rest to all things and make the beginning of an 395
 Is, 40, 12 Is. 66, 1 Is. 49, 17 Enoch 89, 55. 66. 67 THE
APOSTOLIC FATHERS ποιήσω, ὅ ἐστιν ἄχλου κόσμου ἀρχήν. 9. διὸ
καὶ ἄγομεν τὴν ἡμέραν τὴν ὀγδόην εἰς εὐφροσύνην, ἐν D Kal ὁ
Inaods ἀνέστη ἐκ νεκρῶν καὶ φανερωθεὶς ἀνέβη εἰς οὐρανούς. XV1
1. "Ere δὲ καὶ περὶ τοῦ ναοῦ ἐρῶ ὑμῖν, ὡς πλανώμενοι οἱ ταλαίπωροι
εἰς τὴν οἰκοδομὴν ἤλπισαν, καὶ οὐκ ἐπὶ τὸν θεὸν αὐτῶν τὸν
ποιήσαντα αὐτούς, ὡς ὄντα οἶκον θεοῦ. 2. σχεδὸν γὰρ ὡς τὰ ἔθνη
ἀφιέρωσαν αὐτὸν ἐν τῷ ναῷ. ἀλλὰ πῶς λέγει κύριος καταργῶν
αὐτόν, μάθετε: Τίς ἐ ἐμέτρησεν τὸν οὐρανὸν σπιθαμῇ ἢ ἢ τὴν γῆν
δρακί; οὐκ ἐγώ ; λέγει κύριος" Ὃ οὐρανός μοι θρόνος, ἡ ἡ δὲ γῆ
ὑποπόδιον τῶν ποδῶν μου" ποῖον οἶκον οἶκοδομήσετέ μοι, ἢ τίς
τόπος τῆς καταπαύσεώς μου ; ἐγνώκατε, ὅτι ματαία ἡ ἐλπὶς αὐτῶν.
8. πέρας γέ τοι πάλιν λέγει" Ἰδού, οἱ καθελόντες τὸν ναὸν τοῦτον
αὐτοὶ αὐτὸν οἰκοδομήσουσιν. 4. γίνεται. διὰ γὰρ τὸ πολεμεῖν αὐτοὺς
καθῃρέθη ὑπὸ τῶν ἐχθρῶν' νῦν καὶ αὐτοὶ οἱ τῶν ἐχθρῶν ὑπηρέται
ἀνοικοδομήσουσιν αὐτόν. ὅ. πάλιν ὡς ἔμελλεν ἡ πόλις καὶ ὁ ναὸς καὶ
ὁ λαὸς Ἰσραὴλ παραδίδοσθαι, ἐφανερώθη. λέγει γὰρ ἡ γραφή' Καὶ
ἔσται ἐπ᾽ ἐσχάτων τῶν ἡμερῶν, καὶ “παραδώσει κύριος τὰ πρόβατα
τῆς νομῆς καὶ τὴν μάνδραν καὶ τὸν πύργον αὐτῶν εἰς καταφθ οράν.
καὶ ἐγένετο καθ᾽ ἃ ἐλάλησεν κύριος. 0. ξητήσωμεν δέ, εἰ ἔστιν ναὸς
θεοῦ. ἔστιν, ὅπου αὐτὸς λέγει ποιεῖν καὶ καταρτίζειν. γέγραπται γάρ'
Καὶ 396 ΨΥ ay
 THE EPISTLE OF BARNABAS, xv. 8-xv1. 6 eighth day, that is
the beginning of another world. 9. Wherefore we also celebrate with
gladness the eighth day in which Jesus also rose from the dead, and
was made manifest, and ascended into Heaven. XVI 1. I witt also
speak with you concerning the The Tempte Temple, and show how
the wretched men erred by putting their hope on the building, and
not on the God who made them, and is the true house of God, 2.
For they consecrated him in the Temple almost like the heathen. But
learn how the Lord speaks, in bringing it to naught, “ Who has
measured the heaven with a span, or the earth with his outstretched
hand ? Have not I? saith the Lord. Heaven is my throne, and the
earth is my footstool, what house will ye build for me, or what is the
place of my rest?” You know that their hope was vain. 3.
Furthermore he says againj “ Lo, they whe hall themselves build ἢ i
For owi wing tot ‘the war, an estroyed.by.the enemy; at present even
the serva i . Again, it was made manifest that the temple and the
people of Israel were to be delivered up. For the Scripture says, *
And it shall come to pass in the last days that the Lord shall deliver
the sheep of his pasture, and the _ sheep-fold, and their tower to
destruction.” And it - took place according to what the Lord said. 6.
But let us inquire if a temple of God exists. Yes, it exists, where he
himself said that he makes and perfects it. For it is written, “ And it
shall come to 397
 Dan. 9, 24-277 THE APOSTOLIC FATHERS ἔσται, τῆς
ἑβδομάδος συντελουμένης οἰκοδομηθήσεται ναὸς θεοῦ ἐνδόξως ἐπὶ
τῷ ὀνόματι κυρίου. 7. εὑρίσκω οὖν, ὅτε ἔστιν ναός. πῶς οὖν
οἰκοδομηθήσεται ἐπὶ τῷ ὀνόματι κυρίου, μάθετε. πρὸ τοῦ ἡμᾶς
πιστεῦσαι τῷ θεῷ ἦν ἡμῶν τὸ κατοικητήριον τῆς καρδίας φθαρτὸν
καὶ ἀσθενές, ὡς > “ » Ἂν Ἁ \ , “ 2 la ἀληθῶς οἰκοδομητὸς ναὸς διὰ
χειρός, ὅτι ἦν πλήρης \ > , Ὁ. 3 , Ν Ν μὲν εἰδωλολατρείας καὶ ἣν
οἶκος δαιμονίων διὰ τὸ aA ae = > ’ὔ “Ὁ lol ’ ΄ ποιεῖν, ὅσα ἦν ἐναντία
τῷ θεῷ. 8. Οἰκοδομηθήσεται δὲ ἐπὶ τῷ ὀνόματι κυρίου. προσέχετε
δέ, ἵνα ὃ ναὸς τοῦ κυρίου ἐνδόξως οἰκοδομηθῇ. πῶς, μάθετε.
λαβόντες τὴν ἄφεσιν τῶν ἁμαρτιῶν καὶ ἐλπίσαντες ἐπὶ τὸ ὄνομα
ἐγενόμεθα καινοί, πάλιν ἐξ ἀρχῆς κτιζόμενοι" διὸ ἐν τῷ κατοικητηρίῳ
ἡμῶν ἀληθῶς ὁ θεὸς κατοικεῖ ἐν ἡμῖν. 9. Tas; ὁ λόγος αὐτοῦ τῆς
πίστεως, ἡ κλῆσις αὐτοῦ τῆς ἐπαγγελίας, ἡ σοφία τῶν δικαιωμάτων,
αἱ ἐντολαὶ τῆς “ con 4 a διδαχῆς, αὐτὸς ἐν ἡμῖν προφητεύων, αὐτὸς
ἐν ἡμῖν κατοικῶν, τοὺς τῷ θανάτῳ δεδουλωμένους" ἀνοίγων ἡμῖν
τὴν θύραν τοῦ ναοῦ, ὅ ἐστιν στόμα, μετάνοιαν A ca > , 5 Ν Μ , «
διδοὺς ἡμῖν, εἰσάγει εἰς τὸν ἄφθαρτον ναόν. 10. ὁ Ἀ fr a / > > ν- ΝΜ
γὰρ ποθῶν σωθῆναι βλέπει οὐκ εἰς τὸν ἄνθρωπον, ἀλλ᾽ εἰς τὸν ἐν
αὐτῷ κατοικοῦντα καὶ λαλοῦντα, ἐπ᾽ a / a αὐτῷ ἐκπλησσόμενος, ἐπὶ
τῷ μηδέποτε μήτε τοῦ λέγοντος τὰ ῥήματα ἀκηκοέναι ἐκ τοῦ
στόματος μήτε αὐτός ποτε ἐπιτεθυμηκέναι ἀκούειν. τοῦτό 4 ἐστιν
πνευματικὸς ναὸς οἰκοδομούμενος τῷ κυρίῳ. 1 rods. . .
δεδουλωμένους CGL, τοῖς δεδουλωμένοις δὲ (probably a correction
of the unexpected accusative). 398 ἐν | ᾿ ᾧ a i q ᾿ ἕ ἥ §
 THE EPISTLE OF BARNABAS, xvi. 6-xvi. τὸ pass when the
week is ended that a temple of God shall be built gloriously in the
name of the Lord.” 7. I find then that a temple exists. Learn then
how it will be built in the name of the Lord. Before we believed in
God the habitation of our heart was corrupt and weak, like a temple
really built with hands, because it was full of idolatry, and was the
house of demons through doing things which were contrary to God.
8. “ But it shall be built in the name of the Lord.” Now give heed, in
order that the temple of the Lord may be built gloriously. Learn in
what way. When we received the remission of sins, and put our hope
on the Name, we became new, being created again from the
beginning; wherefore God truly dwells in us, in the habitation which
we are. 9. How? His word of faith, the calling of his promise, the
wisdom ~ of the ordinances, the commands of the teaching, himself
prophesying in us, himself dwelling in us, by opening the door of the
temple (that is the mouth) to us, giving repentance to us, and thus
he leads us, who have been enslaved to death into the incorruptible
temple. 10. For he who desires to be saved looks not at the man,
but at him who dwells and speaks in him, and is amazed at him, for
he has never either heard him speak such words with his mouth, nor
has he himself ever desired to hear them. This is a spiritual temple
being built for the Lord. 399 Dts
 THE APOSTOLIC FATHERS XVII 1. Ἐφ᾽ ὅσον ἦν ἐν δυνατῷ
καὶ ἁπλότητι δηλῶσαι ὑμῖν, ἐλπίζει μου ἡ ψυχὴ τῇ ἐπιθυμίᾳ μου μὴ
παραλελοιπέναι" τι τῶν ἀνηκόντων εἰς σωτηρίαν. 2. ἐὰν γὰρ περὶ τῶν
ἐνεστώτων ἢ μελλόντων γράφω ὑμῖν, οὐ μὴ νοήσητε διὰ τὸ ἐν
παραβολαῖς κεῖσθαι. ταῦτα μὲν οὕτως. XVIII 1. Μεταβῶμεν δὲ καὶ ἐπὶ
ἑτέραν γνῶσιν καὶ διδαχήν. ὋὉδοὺ δύο εἰσὶν διδαχῆς καὶ ἐξουσίας, ἥ
τε τοῦ φωτὸς καὶ ἡ τοῦ σκότους. διαφορὰ δὲ πολλὴ τῶν δύο ὁδῶν.
ἐφ᾽ ἧς μὲν γάρ εἰσιν τεταγμένοι φωταγωγοὶ ἄγγελοι τοῦ θεοῦ, ἐ ἐφ᾽
ἧς δὲ ἄγγελοι τοῦ σατανᾶ. 2. καὶ ὁ μέν ἐστιν κύριος ἀπὸ αἰώνων καὶ
εἰς τοὺς αἰῶνας, ὁ δὲ ἄρχων καιροῦ τοῦ νῦν τῆς ἀνομίας. ΧΙΧ 1. Ἢ
οὖν ὁδὸς τοῦ φωτός ἐστιν αὕτη" ἐάν τις egr e 4 > \ e ΄ 4 θέλων
ὁδὸν ὁδεύειν ἐπὶ τὸν ὡρισμένον τόπον, σπεύσῃ τοῖς ἔργοις αὐτοῦ.
ἔστιν οὖν "ἡ δοθεῖσα ἡ ἡμῖν γνῶσις τοῦ περιπατεῖν ἐν αὐτῇ τοιαύτη.
2. ἀγαπήσεις τὸν ποιήσαντά σε, φοβηθήσῃ τόν σε πλά1 τῇ ἐπιθυμίᾳ
μου μὴ παραλελοιπέναι τι τῶν ἀνηκόντων εἰς σωτηρίαν R°G, μὴ
παραλελοιπέναι τι N*C, 2 With the addition of the doxology the Latin
version comes here to an end. 400
 THE EPISTLE OF BARNABAS, xvu. 1-x1x. 2 XVII 1. So far as
possibility and simplicity allow an Summary explanation to be given
to you my soul hopes that none of the things which are necessary
for salvation have been omitted, according to my desire. 2. For if I
write to you concerning things present or things to come, you will
not understand because they are hidin parables. This then suffices.
XVIII 1. Now! let us pass on to another lesson and whe two
teaching. There are two Ways of teaching and ee power, one of
Light and one of Darkness. And ~ there is a great difference
between the two Ways. For over the one are set light-bringing
angels of © God, but over the other angels of Satan. 2. And the one
is Lord from eternity and to eternity, and the other is the ruler of the
present time of iniquity. XIX 1. Toe Way of Light is this: if any man
desire The Way to journey to the appointed place, let him be zealous
™ ΓΕ in his works. Therefore the knowledge given tous > of this
kind that we may walk in it is as follows :— 2. Thou shalt love thy
maker, thou shalt fear 1 Here begins the section taken from the ‘‘
Two Ways,” cf. p. 309. 401
 Deut. δ, 11 THE APOSTOLIC FATHERS σαντα, δοξάσεις τόν
σε λυτρωσάμενον ἐκ θανάτου" ἔσῃ ἁπλοῦς τῇ καρδίᾳ καὶ πλούσιος
τῷ πνεύματι" οὐ κολληθήσῃ μετὰ τῶν πορευομένων ἐν ὁδῷ
θανάτου, μισήσεις πᾶν, ὃ οὐκ ἔστιν ἀρεστὸν τῷ θεῷ, μισήσεις πᾶσαν
ὑπόκρισιν: οὐ μὴ ἐγκα’ ᾽ Ν - > e ΄ / ταλίπῃς ἐντολὰς κυρίου. 3. ody
ὑψώσεις σεαυτόν, ἔσῃ δὲ ταπεινόφρων κατὰ πάντα' οὐκ ἀρεῖς ἐπὶ
σεαυτὸν δόξαν. οὐ λήμψῃ βουλὴν πονηρὰν κατὰ τοῦ πλησίον σου,
οὐ δώσεις τῇ ψυχῇ σου θράσος. 4. οὐ πορνεύσεις, οὐ μοιχεύσεις, οὐ
παιδοφθορή> , e ‘ a aA Es > > σεις. οὐ μή σου ὁ λόγος TOD θεοῦ
ἐξέλθῃ ἐν ἀκαld “ » / A > , 4 θαρσίᾳ τινῶν. οὐ λήμψῃ πρόσωπον
ἐλέγξαι τινὰ ἐπὶ παραπτώματι. ἔσῃ πραῦς, ἔσῃ ἡσύχιος, ἔσῃ τρέμων
τοὺς λόγους ods ἤκουσας. οὐ μνησικακήσεις σὰ τῷ fol > εἶ , , ” τῷ
ἀδελφῷ σου. 5. od μὴ διψυχήσῃς, πότερον ἔσται ἢ οὔ. οὐ μὴ λάβῃς
ἐπὶ ματαίῳ τὸ ὄνομα κυρίου. ἀγαπήσεις τὸν πλησίον σου ὑπὲρ τὴν
ψυχήν σου. > Ψ 4 > A +Q\ 4 οὐ φονεύσεις τέκνον ἐν φθορᾷ, οὐδὲ
πάλιν γεννηθὲν ἀποκτενεῖς. οὐ μὴ ἄρῃς τὴν χεῖρά σου ἀπὸ τοῦ υἱοῦ
σου ἢ ἀπὸ τῆς θυγατρός σου, ἀλλὰ > Ν / w, / nr > \ ἀπὸ νεότητος
διδάξεις φόβον θεοῦ. 6. ov μὴ γένῃ ἐπιθυμῶν τὰ τοῦ πλησίον σου,
οὐ μὴ γένη ‘ 2>O\ / ᾽ “Ὁ \ πλεονέκτης. οὐδὲ κολληθήσῃ ἐκ ψυχῆς
σου μετὰ « an > \ lal \ , > ὑψηλῶν, ἀλλὰ μετὰ ταπεινῶν Kal δικαίων
avaστραφήσῃ. τὰ συμβαίνοντά σοι ἐνεργήματα ws > * 7 > , “ Μ an
50". ἀγαθὰ προσδέξῃ, εἰδώς, ὅτε ἄνευ θεοῦ οὐδὲν γίνεται. 7. οὐκ
ἔσῃ δυγνώμων οὐδὲ γλωσσώδης," 1 γλωσσώδης ἴδ, δίγλωσσος CG;
G also adds παγίς γὰρ θανάτου ἐστιν ἣ διγλωσσία (from Apost.
Comst.) *‘for to be double-tongued is the snare of death.” 402 ΠΥ
ΎΟΡ ΨΥ a “παν. ν᾿,
 THE EPISTLE OF BARNABAS, xix. 2--χιχ. 7 thy Creator, thou
shalt glorify Him who redeemed thee from death, thou shalt be
simple in heart, and rich in spirit ; thou shalt not join thyself to those
who walk in the way of death, thou shalt hate all that is not pleasing
to God, thou shalt hate all hypocrisy ; thou shalt not desert the
commandments of the Lord. 3. Thou shalt not exalt thyself, but shall
be humble-minded in all things; thou shalt not take glory to thyself.
Thou shalt form no evil plan against thy neighbour, thou shalt not let
thy soul be froward. 4. Thou shalt not commit fornication, thou shalt
not commit adultery, thou shalt not commit sodomy. Thou shalt not
let the word of God depart from thee among the impurity of any
men. Thou shalt not respect persons in the reproving of
transgression. Thou shalt be meek, thou shalt be quiet, thou shalt
fear the words which thou hast heard. Thou shalt not bear malice
against thy brother. 5. Thou shalt not be intwo minds whether it
shall be or not. “ Thou shalt not take the name of the Lord in vain.”
Thou shalt love thy neighbour more than thy own life. Thou shalt not
procure abortion, thou shalt not commit infanticide. Thou shalt not
withhold thy hand from thy son or from thy daughter, but shalt teach
them the fear of God from their youth up. 6. Thou shalt not covet
thy neighbour’s goods, thou shalt not be avaricious. Thou shalt not
be joined in soul with the haughty but shalt converse with humble
and righteous men Thou shalt receive the trials that befall thee as
good, knowing that nothing happens without God. 7. Thou shalt not
be double-minded or talkative. Thou 403
 Deut. 82, 10; Pa. 17, 8, Prov. 7,2 Deut, 12, 82 THE
APOSTOLIC FATHERS ὑποτωγήσῃ κυρίοις ὡς τύπῳ θεοῦ ἐν αἰσχύνῃ
Kal , > \ b] ΄ A a ‘ > φόβῳ: od μὴ ἐπιτάξῃς δούλῳ σου ἢ παιδίσκῃ ἐν
πικρίᾳ, τοῖς ἐπὶ τὸν αὐτὸν θεὸν ἐλπίζουσιν, μή > ‘ θ / Ν "Ὁ > ’ὔ ποτε
οὐ μὴ φοβηθήσονται τὸν ἐπ᾽ ἀμφοτέροις θεόν: ὅτι οὐκ ἦλθεν κατὰ
πρόσωπον καλέσαι, ἀλλ᾽ ἐφ᾽ ods τὸ πνεῦμα ἡτοίμασεν. 8.
κοινωνήσεις ἐν πᾶσιν τῷ πλησίον σου καὶ οὐκ ἐρεῖς ἴδια εἶναι" > \ >
“ἘΣ / ΣΝ Ὶ / a εἰ yap ἐν τῷ ἀφθάρτῳ κοινωνοί ἐστε, TOT@ μᾶλλον
ἐν τοῖς φθαρτοῖς ; οὐκ ἔσῃ πρόγλωσσος: παγὶς γὰρ τὸ στόμα
θανάτου. ὅσον δύνασαι, ὑπὲρ τῆς ψυχῆς σου ἁγνεύσεις. 9. μὴ γίνου
πρὸς μὲν τὸ λαβεῖν ἐκτείνων τὰς χεῖρας, πρὸς δὲ τὸ δοῦναι συσπῶν.
ἀγαπήσεις ὡς κόρην τοῦ ὀφθαλμοῦ σου πάντα τὸν λαλοῦντά σοι τὸν
λόγον κυρίου. 10. μνησθήσῃ ἡμέραν κρίσεως νυκτὸς καὶ ἡμέρας, καὶ
ἐκζητήσεις καθ᾽ ἑκάστην ἡμέραν τὰ πρόσωπα τῶν ἁγίων, ἢ διὰ
λόγου κοπιῶν καὶ πορευόμενος εἰς τὸ παρακαλέσαι καὶ μελετῶν εἰς
τὸ σῶσαι ψυχὴν τῷ λόγῳ, ἢ διὰ τῶν χειρῶν σου ἐργάσῃ εἰς
λύτρωσιν ἁμαρτιῶν σου. 11]. οὐ διστάσεις δοῦναι οὐδὲ διδοὺς
γογγύσεις" γνώσῃ δέ, τίς ὁ τοῦ a \ > La 4, a / μισθοῦ καλὸς
ἀνταποδότης. φυλάξεις ἃ παρέλαβες, μήτε προστιθεὶς μήτε ἀφαιρῶν.
εἰς τέλος μισήσεις τὸ πονηρόν. κρινεῖς δικαίως. 12. οὐ ποιήσεις
σχίσμα, εἰρηνεύσεις δὲ μαχομένους συναγαγών. ἐξομολογήσῃ ἐπὶ
ἁμαρτίαις σου. οὐ προσήξεις ἐπὶ προσευχὴν ἐν συνειδήσει πονηρᾷ.
αὕτη ἐστὶν ἡ ὁδὸς τοῦ φωτός. 404 eT OT ee ῸΣ ψΎΨῚ ον
 THE EPISTLE OF BARNABAS, xix. 7-x1x. 12 shalt obey thy
masters as a type of God in modesty and fear ; thou shalt not
command in bitterness thy slave or handmaid who hope on the
same God, lest they cease to fear the God who is over you both; for
he came not to call men with respect of persons, but those whom
the Spirit prepared. 8. Thou shalt share all things with thy neighbour
and shall not say that they are thy own property; for if you are
sharers in that which is incorruptible, how much more in that which
is corruptible? Thou shalt not be forward to speak, for the mouth is
a snare of death. So far as thou canst, thou shalt keep thy soul pure.
9. Be not one who stretches out the hands to take, and shuts them
when it comes to giving. Thou shalt love “as the apple of thine eye’
all who speak to thee the word of the Lord. 10. Thou shalt
remember the day of judgment day and night, and thou shalt seek
each day the society _ of the saints, either labouring by speech, and
going out to exhort, and striving to save souls by the word, or
working with thine hands for the ransom of thy sins. 11. Thou shalt
not hesitate to give, and when thou givest thou shalt not grumble,
but thou shalt know who is the good paymaster of the reward.
“Thou shalt keep the precepts” which thou hast received, “adding
nothing and taking nothing away.” Thou shalt utterly hate evil. “Thou
shalt give righteous judgment.” 12. Thou shalt not cause quarrels,
but shalt bring together and reconcile those that strive. Thou shalt
confess thy sins. Thou shalt not betake thyself to prayer with an evil
conscience. This is the Way of Light. 405
 Rom. 12. 9 Ps. 4, 2 Is, 1, 23 THE APOSTOLIC FATHERS XX
1. Ἢ δὲ τοῦ μέλανος ὁδός ἐστιν σκολιὰ καὶ κατάρας μεστή. ὁδὸς γάρ
ἐστιν θανάτου αἰωνίου μετὰ τιμωρίας, ἐν ἢ ἐστιν τὰ ἀπολλύντα τὴν
ψυχὴν αὐτῶν' εἰδωλολατρεία, θρασύτης, ὕψος δυνάμεως, ὑπόκρισις,
διπλοκαρδία, μοιχεία, φόνος, ἁρπαγή, ὑπερηφανία, παράβασις,
δόλος, κακία, αὐθάδεια, φαρμακεία, μαγεία, πλεονεξία, ἀφοβία θεοῦ:
2. διῶκται τῶν ἀγαθῶν, μισοῦντες ἀλήθειαν, ἀγαπῶντες ψεῦδος, οὐ
γινώσκοντες μισθὸν δικαιοσύνης, οὐ κολλώμενοι ἀγαθῷ, οὐ κρίσει
δικαίᾳ, χήρᾳ καὶ ὀρφανῷ οὐ προσέχοντες, ἀγρυπνοῦντες οὐκ εἰς
φόβον θεοῦ, ἀλλ᾿ ἐπὶ τὸ πονηρόν, ὧν μακρὰν καὶ πόρρω πραὕτης
καὶ ὑπομονή, ἀγαπῶντες μάταια, διώκοντες ἀνταπόδομα, οὐκ
ἐλεῶντες πτωχόν, οὐ πονοῦντες ἐπὶ καταπονουμένῳ, εὐχερεῖς ἐν
καταλαλιᾷ, οὐ γινώσκοντες τὸν ποιήσαντα αὐτούς, φονεῖς τέκνων,
φθορεῖς πτγλάσματος θεοῦ, ἀποστρεφόμενοι τὸν ἐνδεόμενον,
καταπονοῦντες τὸν θλιβόμενον, πλουσίων παράκλητοι, πενήτων
ἄνομοι κριταί, πανθαμάρτητοι. ΧΧΙ 1. Καλὸν οὖν ἐστὶν μαθόντα τὰ
δικαιώματα τοῦ κυρίου, ὅσα γέγραπται, ἐν τούτοις περιπατεῖν. ὁ γὰρ
ταῦτα ποιῶν ἐν τῇ βασιλείᾳ τοῦ θεοῦ δοξασθήσεται" ὁ ἐκεῖνα
ἐκλεγόμενος μετὰ τῶν ἔργων αὐτοῦ συναπολεῖται. διὰ τοῦτο
ἀνάστασις, 406 Ss ὰ. « 
 THE EPISTLE OF BARNABAS, xx. 1-xx1. 1 XX 1. But the
Way of the Black One is crooked and The Way ot full of cursing, for
it is the way of death eternal with P@™*ne punishment, and in it
are the things that destroy their soul: idolatry, frowardness,
arrogance of power, hypocrisy, double-heartedness, adultery, murder,
robbery, pride, transgression, fraud, malice, selfsufficiency,
enchantments, magic, covetousness, the lack of the fear of God; 2.
persecutors of the good, haters of the truth, lovers of lies, knowing
not the reward of righteousness, who “cleave not to the good,” nor
to righteous judgment, who attend not to the cause of the widow
and orphan, spending wakeful nights not in the fear of God, but in
the pursuit of vice, from whom meekness and patience are far and
distant, “loving vanity, seeking rewards,” without pity for the poor,
working not for him who is oppressed with toil, prone to evil
speaking, without knowledge of their Maker, murderers of children,
corrupters of God’s creation, turning away the needy, oppressing the
afflicted, advocates of the rich, unjust judges of the poor, altogether
sinful. XXI 1. Ir is good therefore that he who has learned Final the
ordinances of the Lord as many as have been **°"#tion written
should walk in them. For he who does these things shall be glorified
in the kingdom of God, and he who chooses the others shall perish
with his works. For this reason there is a resurrec407
 15. 40, 10 THE APOSTOLIC FATHERS διὰ τοῦτο
ἀνταπόδομα. 2. ἐρωτῶ τοὺς ὑπερέχοντας, εἴ τινά μου γνώμης
ἀγαθῆς λαμβάνετε συμβουλίαν" ἔ ἔχετε, μεθ᾽ ἑαυτῶν εἰς ods
ἐργάσησθε τὸ καλόν" μὴ ἐλλείπητε. 3. ἐγγὺς ἡ ἡμέρα ¢ ἐν ἡ
συναπολεῖται πάντα τῷ πονηρῷ" ἐγγὺς ὃ κύριος καὶ ὁ μισθὸς αὐτοῦ.
4. ἔτι καὶ ἔτι ἐρωτῶ ὑμᾶς" ἑαυτῶν γίνεσθε νομοθέται ἀγαθοί, ἑ
ἑαυτῶν μένετε σύμβουλοι πιστοί, ἄρατε ἐξ ὑμῶν πᾶσαν ὑπόκρίσιν.
5.6 δὲ θεός, ὁ τοῦ παντὸς κόσμου κυριεύων, δῴη ὑμῖν σοφίαν,
σύνεσιν, ἐπιστήμην, γνῶσιν τῶν δικαιωμάτων αὐτοῦ, ὑπομονήν. 6.
γίνεσθε δὲ θεοδίδακτοι, ἐκξητοῦντες τί ξητεῖ κύριος ἀφ᾽ ὑμῶν, καὶ
ποιεῖτε ἵνα εὑρεθῆτε ἐν ἡμέρᾳ κρίσεως. 7. εἰ δὲ τίς ἐστιν ἀγαθοῦ
μνεία, μνημονεύετέ μου μελετῶντες ταῦτα, ἵνα καὶ ἡ ἐπιθυμία καὶ ἡ
ἀγρυπνία εἴς τι ἀγαθὸν χωρήσῃ. ἐρωτῶ ὑμᾶς, χάριν αἰτούμενος. 8.
ἕως ἔτι τὸ καλὸν σκεῦός ἐστιν μεθ᾽ ὑμῶν, μὴ ἐλλείπητε μηδενὶ ἑ
ἑαυτῶν, ἀλλὰ συνεχῶς ἐκξητεῖτε ταῦτα καὶ ἀναπληροῦτε πᾶσαν
ἐντολήν: ἔστιν γὰρ ἄξια. 9. διὸ μᾶλλον ἐσπούδασα γράψαι ἀφ᾽ ὧν
ἠδυνήθην, εἰς τὸ εὐφρᾶναι ὑμᾶς. σώζεσθε, ἀγάπης τέκνα καὶ εἰ ἤνης.
ὁ κύριος τῆς δόξης καὶ πάσης χάριτος Hl TOU πνεύματος ὑμῶν.
᾿ἜἘπιστολὴ Βαρνάβα 1 αὐτῶν GL, ἑαυτῶν NC. 408 coin eet τς Ra
23}.. el ee a eee ae
 THE EPISTLE OF BARNABAS, xxi. 1--χχι. 9 tion, for this
reason there is a recompense. 2.1 beseech those who are in high
positions, if you will receive any counsel of my goodwill, have among
yourselves those to whom you may do good ; fail not. 3. The day is
at hand when all things shall perish , with the Evil one; “The Lord
and his reward is at hand.” 4. I beseech you again and again be
good lawgivers to each other, remain faithful counsellors of each
other, remove from yourselves all hypocrisy. 5. Now may God, who is
the Lord over all the world, give you wisdom, understanding,
prudence, knowledge of his ordinances, patience. 6. And be taught
of God, seeking out what the Lord requires from you, and see that
ye be found faithful in the day of Judgment. 7. If there is any
memory of good, meditate on these things and remember me, that
my desire and my watchfulness may find some good end. I beseech
you asking it of your favour. 8, While the fair vessel! is with you fail
not in any of them, but seek these things diligently, and fulfil every
commandment ; for these things are worthy. 9. Wherefore I was the
more zealous to write to you of my ability, to give you gladness. May
you gain salvation, children of love and peace. The Lord of glory and
of all grace be with your spirit. The Epistle of Barnabas. ! i,e. while
you are in the body. 409
 Printed in Great Britain by Richard Clay (The Chaucer
Press), Ltd., | Bungay, Suffolk
 THE LOEB CLASSICAL LIBRARY VOLUMES ALREADY
PUBLISHED Latin Authors AmMiANus MaRceEtuinus. Translated by
J.C. Rolfe. 3 Vols. APULEIUS: THE GOLDEN Ass (METAMORPHOSES).
W. Adlington (1566). Revised by 8. Gaselee. St. AuGusTINE: Ciry or
Gop. 7 Vols. Vol. I. G. E. McCracken. Vol.IJ. W.M.Green. Vol. VI. W.C.
Greene. ὅτ. AuaustTINE, Conrsssions or. W. Watts (1631). 2 Vols. St.
Augustine, Sevect Letters. J. H. Baxter. Ausonius. H. 6. Evelyn White.
2 Vols. ΒΕΡΕῈ. J. E. King. 2 Vols. Boetuius: Tracrs and DE
CONSOLATIONE PHILOSOPHIAE. Rev. H. F. Stewart and E. K. Rand.
CAESAR: ALEXANDRIAN, AFRICAN and SPpANIsH Wars, A. G. Way.
CarEsar: Civin Wars. A. G. Peskett. CarEsarR: GALLIc War. H. J.
Edwards. Cato: Dre Re Rustica; Varro: Dr Re Rustica. H.B. Ash and
W. D. Hooper. Catutius. Εἰ W. Cornish; Trsuttus. J. B. Postgate;
PrrVIGILIUM VENERIS. J. W. Mackail. Crtsus: De Mepicina. W.G.
Spencer. 3 Vols. Ciczro: Brutus, and Orator. G,. L. Hendrickson and
H. M. Hubbell. [CicERO]: AD Herennium. H. Caplan. Cicrro: DE
ΟΒΑΤΟΒΕ, etc. 2 Vols. Vol. I. DE ΟΒΑΤΟΒΕ, Books I. and II. E. W.
Sutton and H. Rackham. Vol. 11. Dr OratorE, Book III. De Fato;
Paradoxa Stoicorum; De Partitione Oratoria. H. Rackham. Cicrro: DE
Finisus. H. Rackham. Cicrro: DE INVENTIONE, etc. Ἡ, M. Hubbell.
Cicero: Dz Natura Drorum and AcapEmicA. H. Rackham. Cicrro: Ds
Orricus. Walter Miller. Ciczrr0: Dz Repustica and De Lecisus;
SoMNivuM ScIrPIonis, Clinton W. Keyes. 1
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