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Practicing Strategy

  • ID: 4031554
  • Book
  • 328 pages
  • SAGE Publications Ltd
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Lecturers/Instructors - Request a free digital inspection copy HERE
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, PowerPoint slides, author podcasts and videos.
Aimed at undergraduate and postgraduate students taking advanced strategy modules and practitioners alike.

Please note that due to license restrictions we are unfortunately unable to ship this product to North America, South America or Australia
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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
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Sotirios Paroutis - University of Warwick
Loizos Heracleous - Warwick Business School, UK
Duncan Angwin - Lancaster University Management School, UK
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