Description
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.
Table of Contents
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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