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Full Description
This handbook presents contemporary research on the topic of strategy, change and transformational project leadership to identify new ways of thinking about management problems, research and pedagogy. The frameworks it develops answers the call from business leaders to be provided with more powerful tools, based on empirically derived theories, for making better strategic decisions, given how interconnected and reliant on digital technologies, complex and uncertain the world has become.
Contents
.- Section 1: Book Introduction.
.- 1. Introduction: Strategy, change and transformational project leadership.
.- Section 2: The Strategy Process, Sustainability and People.
.- 2. Introduction: The strategy process, sustainability and people.
.- 3. The beauty of strategic change initiatives: A story about psychological pain and pleasure on the path to greatness.
.- 4. How can project management help the organisation constructively advance its strategic change agenda?.
.- 5. Strategic change as wayfinding.
.- 6. Sustainability and complexity in strategic management: A new methodological perspective and its application in the EU auto industry.
.- 7. The portfolio hierarchy and the strategically agile organization.
.- Section 3: The Financial Strategy, Sustainability and People.
.- 8. Introduction: The financial strategy, sustainability and people.
.- 9. Towards a sustainable future: Participating in and benefiting from the circular economy.
.- 10. Strategic management accounting at the environmentally responsible organization.
.- 11. Organisations' human, resource and risk tolerance architectures: Realising them through the financial strategy.
.- Section 4: The Customer Value Creation Strategy, Sustainability and People.
.- 12. Introduction: The customer value creation strategy, sustainability and people.
.- 13. Sustainable business models.
.- 14. Customer value creation at organisations where customers' customers are customers and their stakeholders are customers too.
.- 15. Value creation value capture revisited: Resource, entrepreneurial and relational orientations.
.- Section 5: The Resource Strategy, Sustainability and People.
.- 16. Introduction: The resource strategy, sustainability and people.
.- 17. Culture is everything: What are we really trying to do when we transform an organisation?.
.- 18. Agile processes and the use of discretion as it is needed: Getting the balance right.
.- 19. Strategic decisions and fundamental skills: The car of the future analogy, AI and the next generations of learning management systems.
.- 20. Cumulative theory development over 10 years of organisational change case studies: What really matters?.
.- 21. Strategic talent management.
.- 22. Transforming the business portfolio: The Interactions and systems that are necessary at large project-based organisations.
.- Section 6: Non-Market Strategies, Sustainability and People.
.- 23. Introduction: Non-market strategies, sustainability and people.
.- 24. The conundrum of a sustainable prosperous future.
.- 25. Agility and the public sector.
.- 26. Augmenting employee talents through focused volunteer attraction-retention strategies: An Australian disability services case study.
.- 27. When every second counts: Implementing disaster relief strategically.
.- 28. Structuring stakeholder engagement for improving project, operational and strategic effectiveness: A public sector case.
