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.
Rezensionen / Stimmen
`A useful study text for a wide range of programmes' - Long Range Planning
`The fact that approximately one-third of the book is dedicated to the consideration of power in strategic action means that this important concept is rendered more accessible to managers and other readers within the concept of strategy. Chapters on "Power and Politics in Organizations" and "Power and the Organizational Life Cycle", in particular, provide useful ways of breaking down consideration of a complex phenomenon into more management pieces, and therefore do contribute to the efforts of readers in thinking about how to "take strategic action".... Although this book may have been written primarily for use by students, it has significant appeal for practising managers, particularly those who through experience or reflection have come to realize that strategic planning, as has been aggressively promoted for years, has not delivered the realization of the dream.... There are several chapters which, while addressing a topic of relevance, give rise to thoughtful consideration of the topic, and encourage the reader to think more critically about this particular aspect. The chapter on "Employee Empowerment" is an example.... this is a useful addition to one's bookshelf. Its biggest contribution is in "laying out the field", often providing directions for further thought and consideration, and providing substantive opportunity to consider further the importance of power and politics in situations facing managers today' - Management Learning
Sprache
Verlagsort
Zielgruppe
Für höhere Schule und Studium
Maße
Höhe: 246 mm
Breite: 189 mm
Gewicht
ISBN-13
978-0-8039-8915-3 (9780803989153)
Copyright in bibliographic data is held by Nielsen Book Services Limited or its licensors: all rights reserved.
Schweitzer Klassifikation
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).
Introduction
A Model of Strategic Action
PART ONE: UNDERSTANDING THE STRATEGIC CHANGE PROCESS
Introduction
Formulating Strategic Intent - Kenneth R Andrews
Creating Competitive Advantage - Gregory G Dess and Alex Miller
Strategic Change and the Environment - Richard L Daft and Karl E Weick
Strategy and Structure - Arthur A Thompson Jr and A J Strickland III
New Organizational Forms - Stewart R Clegg
Strategic Change and Human Resource Management - William E Fulmer
Cultural Barriers to Strategic Change - John Hassard and Sudi Sharifi
Leadership Styles - David R Brodwin and L J Bourgeois III
Strategic Convergence - Donald C Hambrick and Albert A Cannella Jr
Cases
Apple (A), Apple (B), Montreal Trust, Mrs Fields' Cookies, Automakers of Canada, A New Strategy at ICI
PART TWO: MOBILIZING CHANGE: THE ROLE OF POWER
Introduction
Power and the Manager - John P Kotter
Power in the Boardroom - Philip Sadler
Power and Politics in Organizations - Cynthia Hardy
Power and the Organizational Life Cycle - Barbara Gray and Sonny S Ariss
Employee Empowerment - Sharon Leiba and Cynthia Hardy
A Seductive Misnomer?
Power and Ethical Action - Frederick Bird and Cynthia Hardy
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 THREE: MANAGING STRATEGIC PREDICAMENTS
Introduction
Managing Mergers and Acquisitions - Robert M Fulmer and Roderick Gilkey
Managing Decline - Cynthia Hardy
Managing Innovation - Deborah Dougherty
Managing the Global Environment - Lawrence H Wortzel
Managing Sustainable Development - Frances Westley and Harrie Vredenburg
Managing Collaboration - Frances Westley
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
