"Strategic Thinkingby John Hendry University of Cambridge, UK and Gerry Johnson Cranfield School of Management, UK with Julia Newton Cranfield School of Management, UK Published in association with the Strategic Management Society. "The Wiley Strategic Management Series" aims to illustrate the 'best in global strategic management' for academics, business practitioners and consultants. This book, the first volume in the series, is concerned with the process of strategic management and change. It places emphasis on the way people think about strategy and make sense of their organisational worlds; on organisational learning and adaption; and on the part played in this by leadership. Its contributors include: Chris Bennett R.; Thomas Lenz; Mary M. Crossan; Michael Levenhagen; Yves Doz; Martha L. Maznevski; Jane E. Dutton; Lief Melin; Tony Eccles; Julia Newton; Colin Eden; Wendy J. Penner; Ewan Ferlie; Andrew Pettigrew; Charles M. Hampden-Turner; Joseph F. Porac; Kees Van Der Heijden; James C. Rush; Bo Hellgren; Heinz Thanheiser; John Hendry; Howard Thomas; Terry Hildebrand; Richard Whipp; Gerry Johnson; Rod E. White; Henry W.Lane; and, Richard Whittington.
Table of Contents
PARTIAL TABLE OF CONTENTS: Partial table of
Drawing Meaning from Vision (M. Maznevski, et
The Role of Strategists' Ways-of-Thinking in
Strategic Change Processes (B. Hellgren & L.
The Importance of Organizational Identity for
Strategic Agenda Building (J. Dutton & W.
Strategic Vision at Work: Discussing
Strategic Vision in Management Teams (K. Van
Strategic Management and Organizational
Learning: A Meta-Theory of Executive
Leadership (R. Lenz).
Organization Learning: Theory to Practice (M.
Crossan, et al.).
Regaining Competitiveness: A Process of
Organizational Renewal (Y. Doz & H.
Implementing Strategy: Two Revisionist
Perspectives (T. Eccles).
Dilemmas of Strategic Learning Loops (C.