Effective Implementation of Transformation Strategies
How to Navigate the Strategy and Change Interface Successfully
1st Edition
Published on 23. September 2022
XV, 482 pages
978-981-19-2336-4 (ISBN)
Description
This book sheds light on the processes and cognitions used by managers to successfully implement strategies while navigating the strategy and change interface.
It applies the latest thinking from the resource-based literature, in particular the idea that high performing organisations have become adept at honing and utilising value creating dynamic capabilities. Key processes and cognitions help organisational leaders sense opportunities and threats as well as shrewdly seize strategic opportunities to advantageously enhance performance. The book also adopts an institutional view; that is, it assumes that organisations must satisfy their stakeholders while navigating a range of influences, including other organisations, markets, laws, quality standards, conventions, and cultural norms.
This book conceptualises corporate strategy as an amalgam of four fundamental strategies: the organisation's financial, customer value creation, resource, and non-market strategies. These strategies address the capital, product and services, and resource markets as well as various non-market institutions. Successfully integrating and implementing these four strategies allow organisations to enable their employees' multidisciplinary talents. By approaching strategy in this way, the book demonstrates why it is important to monitor changes to the organisation's strategic context and helps it identify the practices, collaborations, and projects necessary to achieve spectacular strategic change.
It applies the latest thinking from the resource-based literature, in particular the idea that high performing organisations have become adept at honing and utilising value creating dynamic capabilities. Key processes and cognitions help organisational leaders sense opportunities and threats as well as shrewdly seize strategic opportunities to advantageously enhance performance. The book also adopts an institutional view; that is, it assumes that organisations must satisfy their stakeholders while navigating a range of influences, including other organisations, markets, laws, quality standards, conventions, and cultural norms.
This book conceptualises corporate strategy as an amalgam of four fundamental strategies: the organisation's financial, customer value creation, resource, and non-market strategies. These strategies address the capital, product and services, and resource markets as well as various non-market institutions. Successfully integrating and implementing these four strategies allow organisations to enable their employees' multidisciplinary talents. By approaching strategy in this way, the book demonstrates why it is important to monitor changes to the organisation's strategic context and helps it identify the practices, collaborations, and projects necessary to achieve spectacular strategic change.
Reviews / Votes
"An interesting and diverse assortment of articles addressing the connections between strategy and strategy implementation." (Philip Bromiley, Dean's Distinguished Professor in Strategic Management, UCI Paul Merage School of Business, United States)
"This is a must-read collection of papers from leading experts in strategy and change management, which bridges the worlds of academia and industry. The book is full of critical, cutting-edge and research-driven insights, enabling it to serve as a guide for leaders keen to formulate and implement strategies in dynamic business environments." (Zhou Jiang, Professor (MBA) at Graduate School of Business and Law, RMIT University, Australia)
"This book takes a comprehensive view of strategy and offers suggestions that should be of value to practitioners." (Linda Duxbury, Chancellor's Professor of Management, Sprott School of Business, Carleton University, Canada)
More details
Series
Language
English
Place of publication
Singapore
Singapore
Publishing group
Springer Singapore
Target group
Professional and scholarly
Product notice
Reflowable
Illustrations
XV, 482 p. 54 illus., 30 illus. in color.
File size
13,18 MB
ISBN-13
978-981-19-2336-4 (9789811923364)
DOI
10.1007/978-981-19-2336-4
Schweitzer Classification
Other editions
Additional editions
Angelina Zubac | Danielle Tucker | Ofer Zwikael
Effective Implementation of Transformation Strategies
How to Navigate the Strategy and Change Interface Successfully
Book
09/2022
Palgrave Macmillan
€48.14
Shipment within 3-4 weeks
Persons
Dr Angelina Zubac
, University of Queensland, Brisbane, Australia
Dr Danielle Tucker
, University of Essex, Colchester, UK
Professor Ofer Zwikael
, Australian National University, Canberra, Australia
Dr Kate Hughes
, Technological University Dublin, Dublin, Ireland
Dr Shelley Kirkpatrick
, The MITRE Corporation, McLean VA, USA
Content
Chapter 1: Introduction: Navigating the Strategy and Change Interface Successfully.- Section 1: The Strategy Process.- Chapter 2: Introduction: The Strategy Process.- Chapter 3: A social context view of strategic cognition: Strategists are highly emotional and interactive Homo sapiens!.- Chapter 4: Implementing strategy and avenues of access: A practice perspective.- Chapter 5: Strategy implementation and organizational change: A complex systems perspective.- Section 2: The Finance Strategy.- Chapter 6: Introduction: The Finance Strategy.- Chapter 7: Implementing a financial strategy: Managing financial capital, investing in people, balancing risk, and developing critical resources.- Chapter 8: An evolution: Turning management accounting into a strategic function.- Section 3: The Customer Value Creation Strategy.- Chapter 9: Introduction: The Customer Value Strategy.- Chapter 10: Business models for sustainability.- Chapter 11: The customer value concept: How best to define and create customer value.- Chapter 12: Strategic processes and mechanisms of value creation and value capture: Some insights from business organizations in Poland.- Section 4: The Resource Strategy.- Chapter 13: Introduction: The Resource Strategy.- Chapter 14: Communicating and shaping strategic change: A CLASS framework.- Chapter 15: A structured approach to project management as a strategic enabling priority.- Chapter 16: Family firms and mergers and acquisitions: The importance of the transfer of trust.- Section 5: Non-Market Strategies.- Chapter 17: Introduction: Non-Market Strategies.- Chapter 18: Towards a strategic change framework for the nonprofit sector: The roll-out of Australia's National Disability Insurance Scheme (NDIS).- Chapter 19: When everything matters: Non-market strategies, institutions and stakeholders' interests.
