Practicing Strategy: Text and cases

Front Cover
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.
 

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Contents

Contents
Section A PRACTITIONERS
Section C PRAXIS
Section B PRACTICES
1
Section B PRACTICES
6
8
Section D Case Studies
Section D Case Studies
2
The Competitive Landscape
Steve Jobs Leadership
References
The Global and Indian Healthcare Industry
work outside India?

and Organization
Routemap to this textbook
Failure at Worldcom and Nortel Networks
6
Revision Activities
Section C PRAXIS
References
3
Practices in a Hostile
8
Wikimedias Strategic Planning Project
Index

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About the author (2016)

Sotirios Paroutis is Professor of Strategic Management and Head of the Strategy and International Business Group at the Warwick Business School. His research interests lie at the intersections of strategy practices and processes in complex organizational settings in the UK and globally. He uses qualitative and quantitative methods to examine the discursive, cognitive and visual activities organizational actors employ when dealing with strategic tensions.

Loizos Heracleous is a Professor of Strategy and Organization at Warwick Business School. He earned his PhD from the University of Cambridge. His research has been published in leading journals such as the Academy of Management Journal, Academy of Management Review, Strategic Management Journal, MIS Quarterly, Harvard Business Review, and MIT Sloan Management Review. He researches strategic change processes, organization development, organizational discourse, corporate governance, and other related areas. More information can be found at www.heracleous.org

Loizos can be reached at loizos.heracleous@wbs.ac.uk

Duncan Angwin is the Sir Roland Smith Professor in Strategic Management at Lancaster University. He earned his PhD from the University of Warwick. He researches strategic practices in M&A and has recently completed a major EU-funded research project on European M&A. He holds a major research award at Said Business School, Oxford University, to study M&A communications practices. Duncan sits on the Advisory Boards of the M&A research centre, Cass Business School and a Grand Ecole business school, Paris and is senior judge for the Management Consulting Association. Duncan has published eight books and fifty journal articles on strategy and M&A.

More information can be found at www.duncanangwin.com

Duncan can be reached at d.n.angwin@lancaster.ac.uk

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