Strategic Thinking. Leadership and the Management of Change. Strategic Management Series

  • ID: 2210678
  • Book
  • 370 Pages
  • John Wiley and Sons Ltd
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Strategic Thinking Leadership and the Management of Change Edited by John Hendry University of Cambridge, UK and Gerry Johnson Cranfield School of Management, UK with Julia Newton Cranfield School of Management, UK Published in association with the Strategic Management Society, The Wiley Strategic Management Series aims to illustrate the ‘best in global strategic management’ for academics, business practitioners and consultants. This book, the first volume in the series, is concerned with the process of strategic management and change. It places emphasis on the way people think about strategy and make sense of their organisational worlds; on organisational learning and adaption; and on the part played in this by leadership. Contributors Chris Bennett R. Thomas Lenz Mary M. Crossan Michael Levenhagen Yves Doz Martha L. Maznevski Jane E. Dutton Lief Melin Tony Eccles Julia Newton Colin Eden Wendy J. Penner Ewan Ferlie Andrew Pettigrew Charles M. Hampden–Turner Joseph F. Porac Kees Van Der Heijden James C. Rush Bo Hellgren Heinz Thanheiser John Hendry Howard Thomas Terry Hildebrand Richard Whipp Gerry Johnson Rod E. White Henry W. Lane Richard Whittington
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Partial table of contents:

STRATEGIC THINKING.

Drawing Meaning from Vision (M. Maznevski, et al.).

The Role of Strategists′ Ways–of–Thinking in Strategic Change Processes (B. Hellgren & L. Melin).

The Importance of Organizational Identity for Strategic Agenda Building (J. Dutton & W. Penner).

Strategic Vision at Work: Discussing Strategic Vision in Management Teams (K. Van Der Heijden).

STRATEGIC ACTION.

Strategic Management and Organizational Learning: A Meta–Theory of Executive Leadership (R. Lenz).

Organization Learning: Theory to Practice (M. Crossan, et al.).

Regaining Competitiveness: A Process of Organizational Renewal (Y. Doz & H. Thanheiser).

Implementing Strategy: Two Revisionist Perspectives (T. Eccles).

CONCLUSION.

Dilemmas of Strategic Learning Loops (C. Hampden–Turner).

Index.
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About the editors John Hendry is director of the MBA Course at the Judge Institute of Management Studies, and a professorial fellow of Girton College, at the University of Cambridge. Previously he was director of the Centre for Strategic Management and Organisational Change at Cranfield School of Management, and before that on the staff of the Business Policy Department at the London Business School. He has also held positions with Ilford, Touche Ross, and the UK Atomic Energy Authority, and both Imperial and University College, London University. He is currently a non–executive director of Venture Research International Ltd (formerly BP Venture Research). Gerry Johnson is professor of strategic management, and director of research at Cranfield School of Management. After graduating from University College, London, he worked for several years in management positions with Unilever and Reed International before becoming a management consultant. From 1976, he taught at Aston University Management Centre, where he was head of the strategic management group. He then joined Manchester Business School, where he was senior fellow in strategic management. He took up his appointment at Cranfield in 1988. Julia Newton is a teaching fellow in strategic management at Cranfield School of Management. Prior to joining the Management School at Cranfield in 1992, Julia worked as a management consultant in the financial services consultancy division of Coopers #38; Lybrand. Her main research interests centre on the processes and management of strategic change in organisations.
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