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Organizational success demands a capacity for effective strategic action yet much of the strategy literature continues to emphasize formulation rather than implementation. In contrast, this major textbook looks at the processes of making strategy happen through the management of strategic action .

Cynthia Hardy outlines a framework for understanding strategic action while key readings and cases examine the issues involved in moving from strategic intent to realization, through organizational alignment and change.

Part One highlights key dimensions of enacting strategic change, for example: environmental analysis and the formation of strategic intent; the relations between strategy and structure; the impact of culture; leadership; and human resource management. Part Two considers the central role of power and politics in mobilizing change, including the links between power and ethical action. Part Three explores various strategic challenges, such as mergers and acquisitions, the management of decline, new product innovation, globalization, sustainable development and the management of collaboration.

Cases address a wide range of organizational contexts and settings and are based on an action-oriented model of learning where participants are encouraged to develop their own plans of strategic action.

An instructor′s manual for the text is available to accredited teachers in management on request from Sage.

Tabla de contenidos provista por Syndetics

• Introduction
• A Model of Strategic Action
• Part 1 Understanding The Strategic Change Process
• Introduction
• Formulating Strategic Intent
• Creating Competitive Advantage
• Strategic Change and the Environment
• Strategy and Structure
• New Organizational Forms
• Strategic Change and Human Resource Management
• Cultural Barriers to Strategic Change
• Leadership Styles
• Strategic Convergence
• Cases
• Apple (A), Apple (B), Montreal Trust, Mrs Fields' Cookies, Automakers of Canada, A New Strategy at ICI
• Part 2 Mobilizing Change: The Role of Power
• Introduction
• Power and the Manager
• Power in the Boardroom
• Power and Politics in Organizations
• Power and the Organizational Life Cycle
• Employee Empowerment
• A Seductive Misnomer?
• Power and Ethical Action
• Cases
• Daniel and the Lions' Den, Crown Corporation, Northville Area Health Authority, Midville Area Health Authority, Medical Services and Products Ltd, The Tobacco Firms
• Part 3 Managing Strategic Predicaments
• Introduction
• Managing Mergers and Acquisitions
• Managing Decline
• Managing Innovation
• Managing the Global Environment
• Managing Sustainable Development
• Managing Collaboration
• Cases
• General Motors and Electronic Data Systems, Atomic Energy of Canada Ltd, Managing Technology: Machco's New Finishing Machine, The Bicycle Components Industry, Loblaw's G.R.E.E.N. Line, Conglom Inc

Notas de autor provistas por Syndetics

Cynthia Hardy is a Professor in the Faculty of Management, McGill University. Her publications include Strategies for Retrenchment and Turnaround: The Politics of Survival (De Gruyter, 1990) and Managing Organizational Closure (Gower, 1985).