Shortlisted for the 2013 Chartered Management Institute textbook award
Practicing Strategy broke new ground when it first published by focusing on the strategy-as-practice approach, which considers strategy not only as something an organisation
has but something which its members
do.
The new edition deals with a selection of topics that have been central in recent academic debates in the strategy-as-practice area and includes
- 7 New chapters on topics such as Chief Executive Officers, Middle Managers, Strategic Alignment and Strategic Ambidexterity in line with developments in the field
- New case studies throughout including Narayana health, the turnaround of Reliant group and relocating a business school
- Tutor and student access to online resources inlcude additional readings, an Instructor′s Manual, Power Point slides, author podcasts and videos.
Inhoudsopgave
Chapter 1: Practicing Strategy: Foundations and Importance
SECTION A – PRACTITIONERS
Chapter 2: Chief Executive Officers
Chapter 3: Chief Strategy Officers (CSOs)
Chapter 4: Strategy Teams
Chapter 5: Middle Managers
Chapter 6: Strategy Consultants
SECTION B – PRACTICES
Chapter 7: Strategy Tools
Chapter 8: Influencing Strategy through Discourse
SECTION C – PRAXIS
Chapter 9: Strategic Alignment: The ESCO Model
Chapter 10: Practicing Strategy across Firms: Insights from M&As
Chapter 11: Strategic Ambidexterity: Dealing with Tensions
SECTION D – CASE STUDIES
Chapter 12: Teaching Strategy using the Strategy-as-Practice approach
Chapter 13: Strategic Leadership and Innovation at Apple Inc.
Chapter 14: Centrica – Strategizing in Multi-Utility
Chapter 15: Narayana Health: Bringing Quality Healthcare to the Masses
Chapter 16: A ‘Reliable’ Recovery?
Chapter 17: Marconi – When Strategists Hit the Perfect Storm
Chapter 18: Lafarge vs. Blue Circle: Practices in a Hostile Takeover
Chapter 19: Room for Improvement? Relocating a Business School
Chapter 20: Strategy-making 2.0: Strategy Development Process at the Wikimedia Foundation
Over de auteur
Duncan Angwin is the Sir Roland Smith Professor in Strategic Management at Lancaster University. He earned his Ph D from the University of Warwick. He researches strategic practices in M&A and has recently completed a major EU-funded research project on European M&A. He holds a major research award at Said Business School, Oxford University, to study M&A communications practices. Duncan sits on the Advisory Boards of the M&A research centre, Cass Business School and a Grand Ecole business school, Paris and is senior judge for the Management Consulting Association. Duncan has published eight books and fifty journal articles on strategy and M&A.More information can be found at www.duncanangwin.com Duncan can be reached at [email protected]
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