Strategy and Organization: Realizing Strategic ManagementCambridge University Press, 2003 M08 7 - 232 pages "Examining some of the new and emerging issues in strategic management, Loizos Heracleous offers a fresh approach to the established ideas of strategy. Beginning with the historical development of the strategy field, including the influence of industrial organization and the resource-based view, he develops a new perspective labeled an "organizational action" view of strategy. This approach is theoretically underlain by organization theory and takes seriously such issues as the role of agency, the need for a longitudinal focus on process, the complexities of strategy implementation, and organizational facets such as strategic choice, organizational culture, organizational discourses and learning. Combining theoretical subtlety with an applied orientation, Heracleous examines topical areas such as corporate governance, inter-organization networks, and organizing for the future. With original research and extensive surveys of the strategy literature, combined with a strong practical orientation, this book is ideal for MBA students, strategy researchers, and the more thoughtful practitioner."--BOOK JACKET. |
From inside the book
Results 1-5 of 69
Page i
Sorry, this page's content is restricted.
Sorry, this page's content is restricted.
Page ii
Sorry, this page's content is restricted.
Sorry, this page's content is restricted.
Page ix
Sorry, this page's content is restricted.
Sorry, this page's content is restricted.
Page xi
Sorry, this page's content is restricted.
Sorry, this page's content is restricted.
Page xv
Sorry, this page's content is restricted.
Sorry, this page's content is restricted.
Contents
The strategic management field | 3 |
An organizational action view of strategic management | 23 |
Strategic thinking or strategic planning? | 38 |
Leadership research and the board of directors | 53 |
The complexities of strategy implementation | 73 |
Organizational culture and strategic change processes | 87 |
The role of organizational discourse in understanding and managing strategic change | 112 |
Strategic change processes an organization development approach | 125 |
State ownership privatization and performance | 149 |
Does corporate governance make a difference to organizational performance? | 168 |
Types of interorganizational networks and the strategic roles of directors | 184 |
Organizing for the future | 211 |
Other editions - View all
Common terms and phrases
Academy of Management achieve action research Administrative Science Quarterly agency theory approach assumptions behavior best practices Chaebol chapter clients competencies competitive advantage concept context contingency theories corporate governance CSFs discourse dominant coalition double-loop learning economic effective embedded networks employees environment environmental example factors firm focus framework global growth-share matrix Harvard Business Review Hay Management Consultants Heracleous implications industry influence inter-organizational interlocking directors internal involved issues Journal of Management Keiretsu leaders leadership Long Range Planning Management Review ment metaphor methodological Michael Porter Mintzberg operationalization organization's organizational change organizational culture organizational performance ownership perspective Porter potential practitioners privatization realized strategy relationship relevant resource-based view role Singapore Telecom social strategic change strategic choice Strategic Management Journal strategic objectives strategic planning strategic thinking strategy implementation structure sustainable competitive advantage thinking and strategic tion tional top management team traits types of networks understanding zational
References to this book
Innovating Strategy Processes Steven W. Floyd,Johan Roos,Claus D. Jacobs,Franz W. Kellermanns No preview available - 2005 |
The Communicating Company: Towards an Alternative Theory of Corporate ... Hartmut Hübner Limited preview - 2007 |