Strategy and Organization: Realizing Strategic Management
Cambridge University Press, Aug 7, 2003 - Business & Economics - 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 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.
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The strategic management field
An organizational action view of strategic management
Strategic thinking or strategic planning?
Leadership research and the board of directors
The complexities of strategy implementation
Organizational culture and strategic change processes
The role of organizational discourse in understanding and managing strategic change
Strategic change processes an organization development approach
State ownership privatization and performance
Does corporate governance make a difference to organizational performance?
Types of interorganizational networks and the strategic roles of directors
Organizing for the future
Other editions - View all
Academy of Management achieve action research Administrative Science Quarterly agency theory approach assumptions behavior best practices Chaebol chapter client competencies competitive advantage concept context contingency theories corporate governance CSFs 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 interlocking directors internal involved issues Journal of Management Keiretsu leaders leadership Long Range Planning Management Review ment metaphor methodological Michael Porter Mintzberg organization's organizational action view organizational change organizational culture organizational performance ownership perspective Porter potential practitioners privatization realized strategy relationship relevant resource-based view role Singapore Telecom situational leadership theory 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 traits types of networks understanding zational