Managing strategic action : mobilizing change : concepts, readings and cases

書誌事項

Managing strategic action : mobilizing change : concepts, readings and cases

Cynthia Hardy

Sage Publications, 1994

  • : pbk

大学図書館所蔵 件 / 19

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注記

Includes bibliographical references and index

内容説明・目次

内容説明

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.

目次

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

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詳細情報

  • NII書誌ID(NCID)
    BA23641460
  • ISBN
    • 0803989148
    • 0803989156
  • 出版国コード
    uk
  • タイトル言語コード
    eng
  • 本文言語コード
    eng
  • 出版地
    London
  • ページ数/冊数
    ix, 468 p.
  • 大きさ
    25 cm
  • 分類
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