Strategy and Organization: Realizing Strategic ManagementCambridge University Press, 2003 M08 7 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 organisation and the resource-based view, he develops a new perspective labelled an 'organisational action' view of strategy. This approach is theoretically underlain by organisation 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 organisational facets such as strategic choice, organisational culture, organisational discourses and learning. Combining theoretical subtlety with an applied orientation, Heracleous examines topical areas such as corporate governance, inter-organisational networks, and organising 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. |
Contents
An organizational action view of strategic management | |
Strategic thinking or strategic planning? | |
Leadership research and the board of directors | |
The complexitiesofstrategy implementation 6 Organizational cultureand strategic change processes 7 The role of organizational discourse in understa... | |
Current themes and applications 9 State ownership privatization and performance 10 Does corporategovernance make a differenceto organizational p... | |
Index of subjects | |
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Common terms and phrases
Academy of Management Administrative Science Quarterly analysis andthe approach assumptions behaviors best practices Chaebol chapter competencies competitive advantage concept context contingency theories corporate governance discourse Dynamics economic effective embedded networks employees environment environmental etal example factors firm focus framework global Hambrick Harvard Business Review Harvard Business School Heracleous 2001 indepth industry influence integrated interdependence interlocking directors internal interorganizational interpretive interventions inthe involve issues Johnson Keiretsu leaders learning Management Review managerial metaphors methodological Michael Porter Mintzberg ofthe onthe operationalization Organization Development Organization Studies organization theory organization’s organizational action organizational change organizational culture organizational performance Overseas Chinese ownership perspective Porter potential practitioners privatization realized strategy relationship relevance resourcebased role Schein Singapore Telecom situational leadership theory social strategic change strategic choice Strategic Management Journal strategic planning strategic thinking strategy implementation structure sustainable competitive advantage top management tothe transformational leadership understanding values