Strategic Management and Organisational Dynamics / Edition 5

Strategic Management and Organisational Dynamics / Edition 5

by Ralph.D. Stacey
     
 

ISBN-10: 0273708112

ISBN-13: 9780273708117

Pub. Date: 03/06/2007

Publisher: Prentice Hall

Strategic Management and Organisational Dynamics by Ralph D Stacey is renowned for its unconventional thinking and it continues to be a refreshing alternative for those teaching and studying strategic management who are looking for 'something different'. Stacey challenges the conceptual orthodoxy of planned strategy, focusing instead on the influence of more

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Overview

Strategic Management and Organisational Dynamics by Ralph D Stacey is renowned for its unconventional thinking and it continues to be a refreshing alternative for those teaching and studying strategic management who are looking for 'something different'. Stacey challenges the conceptual orthodoxy of planned strategy, focusing instead on the influence of more complex and unstable forces in the development of strategy. It remains unique in these respects amongst strategic management texts.

Product Details

ISBN-13:
9780273708117
Publisher:
Prentice Hall
Publication date:
03/06/2007
Edition description:
Older Edition
Pages:
496
Product dimensions:
7.49(w) x 9.65(h) x 1.05(d)

Table of Contents

Brief contents

List of boxes xiv

List of tables xv

Preface xvi

1 Strategic management in perspective: a step in the professionalisation

of management 2

2 Thinking about strategy and organisational change: the implicit

assumptions distinguishing one theory from another 28

Part 1 Systemic ways of thinking about strategy and organisational

dynamics

3 The origins of systems thinking in the Age of Reason 48

4 Thinking in terms of strategic choice: cybernetic systems, cognitivist

and humanistic psychology 66

5 Thinking in terms of organisational learning and knowledge creation:

systems dynamics, cognitivist, humanistic and constructivist psychology 100

6 Thinking in terms of organisational psychodynamics: open systems

and psychoanalytic perspectives 128

7 Thinking about strategy process from a systemic perspective: using a

process to control a process 150

8 A review of systemic ways of thinking about strategy and organisational

dynamics: key challenges for alternative ways of thinking 176

9 Extending and challenging the dominant discourse on organisations:

thinking about participation and practice 202

Part 2 The challenge of complexity to ways of thinking

Part 3 Complex responsive processes as a way of thinking about

10 The complexity sciences: the sciences of uncertainty 238

11 Systemic applications of complexity sciences to organisations: restating

the dominant discourse 266

strategy and organisational dynamics

12 Responsive processes thinking: the interplay of intentions 302

13 The emergence of organisational strategy in local communicative

interaction: complex responsive processes of conversation 338

14 The link between the local communicative interaction of strategising

and the population-wide patterns of strategy 362

15 The emergence of organisational strategy in local communicative

interaction: complex responsive processes of ideology and power relating 388

16 Different modes of articulating patterns of interaction emerging across

organisations: strategy narratives and strategy models 416

17 Complex responsive processes of strategising: acting locally on the

basis of global goals, visions, expectations and intentions for the

‘whole’ organisation over the ‘long-term future’ 456

18 Complex responsive processes: implications for thinking about

organisational dynamics and strategy 486

References 519

Index 545

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