Practicing Strategy: Text and cases

Practicing Strategy: Text and cases

Hardcover(Second Edition)

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Overview

Practicing Strategy: Text and cases by Sotirios Paroutis, Loizos Heracleous, Duncan Angwin

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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.

Product Details

ISBN-13: 9781473912854
Publisher: SAGE Publications
Publication date: 06/20/2016
Edition description: Second Edition
Pages: 328
Product dimensions: 7.32(w) x 9.13(h) x (d)

About the Author

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

Table of Contents

Chapter 1: Practicing Strategy: Foundations and Importance
SECTION A - PRACTITIONERS
Chapter 2: Chief Executive Officers
Chapter 3: Chief Strategy Officers (CSOs)
Chapter 4: Strategy Teams
Chapter 5: Middle Managers
Chapter 6: Strategy Consultants
SECTION B - PRACTICES
Chapter 7: Strategy Tools
Chapter 8: Influencing Strategy through Discourse
SECTION C - PRAXIS
Chapter 9: Strategic Alignment: The ESCO Model
Chapter 10: Practicing Strategy across Firms: Insights from M&As
Chapter 11: Strategic Ambidexterity: Dealing with Tensions
SECTION D - CASE STUDIES
Chapter 12: Teaching Strategy using the Strategy-as-Practice approach
Chapter 13: Strategic Leadership and Innovation at Apple Inc.
Chapter 14: Centrica - Strategizing in Multi-Utility
Chapter 15: Narayana Health: Bringing Quality Healthcare to the Masses
Chapter 16: A "Reliable" Recovery?
Chapter 17: Marconi - When Strategists Hit the Perfect Storm
Chapter 18: Lafarge vs. Blue Circle: Practices in a Hostile Takeover
Chapter 19: Room for Improvement? Relocating a Business School
Chapter 20: Strategy-making 2.0: Strategy Development Process at the Wikimedia Foundation

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