Strategy

Theory and Practice
Fifth Auflage
ISBN: 978-1-0362-1330-5
Verlag: Sage Publications

Buch, Englisch, 704 Seiten, Format (B × H): 152 mm x 229 mm, Gewicht: 343 g

Moving beyond simple instrumental toolkits, this fifth edition provides a deeply engaging, interdisciplinary perspective on the internal and external factors that shape organizational success.

By balancing academic rigor with practical application, the text draws on expertise from a world-leading team of researchers. You will explore essential topics, from organizational politics and innovation to strategy processes, supported by diverse, global examples.

Key updates to this edition include:

Standardized exercises and chapter summaries to help you check your understanding and track your progress.

Global, current case studies featuring brands like Disney, Huawei, and Netflix, providing a truly international perspective on strategic challenges.

A streamlined structure with concise chapters and a new glossary for easier navigation and study.

Suitable for both undergraduate and postgraduate students on Strategy or Strategic Management modules, this is an indispensable guide for anyone looking to understand the reality of strategy today.

The book is supported by a selection of online resources for lecturers, including a teaching guide, PowerPoints, and an online case study bank.

Autoren/Hrsg.

Clegg, Stewart R

Pitelis, Christos

Schweitzer, Jochen

Whittle, Andrea

Inhaltsverzeichnis

Chapter 1: Strategy: Theory and Practice – An Introduction
Chapter 2: Strategy, Industry Competitive Forces and Positioning
Chapter 3: Strategy, Resources and Capabilities
Chapter 4: Strategy and Innovation
Chapter 5: Strategy: Make or Buy?
Chapter 6: Strategy and Collaboration
Chapter 7: Globalization and Deglobalization
Chapter 8: Strategy and Corporate Governance
Chapter 9: Strategy Processes
Chapter 10: Strategy as Practice
Chapter 11: Strategy and Organizational Politics
Chapter 12: Strategic Change

Über Autor(innen)

Clegg, Stewart R
Stewart Clegg is Professor at the University of Sydney in the School of Project Management and the John Grill Institute for Project Leadership and an Emeritus Professor of the University of Technology Sydney.

Pitelis, Christos
Christos Pitelis is Head of Department of International Business, Professor of International Business and Sustainable Competitiveness, University of Leeds and Life Fellow, Queens’ College, University of Cambridge. He is co-editor of the Cambridge Journal of Economics, a member of the Cambridge Political Economy Society and the literary executor of the collected papers of Edith Penrose. He has also coordinated projects, taught, consulted, trained, and designed policies for international organizations, national governments and regions, NGOs and businesses. He was International Expect of the European Commission Networking for Innovation (NETWIN) program on innovation clusters.

Schweitzer, Jochen
Jochen Schweitzer is an Associate Professor at the University of Technology Sydney (UTS). Trained as both an engineer and a social scientist, his research on issues of strategy, entrepreneurship and innovation with a particular interest in design thinking and emerging technologies. Jochen also serves as the Faculty Director of UTS’s Executive MBA and Bachelor in Entrepreneurship (Honours) programs. He was Visiting Scholar at Stanford University and Hasso Plattner Institute (HPI) School of Design Thinking at Potsdam University. Jochen is a winner of the Strategic Management Societies’ Best Paper Award, and he received Honourable Mention by the Strategic Management Division of the Academy of Management. Jochen is a passionate educator who has taught at universities in the UK, Japan, China, the US, Germany, Netherlands and New Zealand. Before becoming an academic, Jochen was Principal at PwC’s European Strategy Consulting practice.

Whittle, Andrea
Andrea Whittle is Professor of Management at Newcastle University Business School. Andrea’s academic interest in strategy started without any plan or intention, like many strategies also emerge. First, in her doctoral research, she became fascinated with the social, political, material and discursive practices through which the group of management consultants she was studying sought to influence the strategic direction of the firm. Since then, she has conducted research on strategic change in a number of organizational settings as well as studying how the strategies of firms are scrutinized by the media and politicians. The common theme in her research is the role of discourse in shaping how people and societies make sense of organizations and the strategies they pursue.