Practicing Strategy

Considering strategy as something an organization has and which its members do, the new 2nd edition deals with a selection of topics that have been central in recent academic debates in the strategy-as-practice area.

Chapter 1: Practicing Strategy: Foundations and ImportanceSECTION A - PRACTITIONERSChapter 2: Chief Executive OfficersChapter 3: Chief Strategy Officers (CSOs)Chapter 4: Strategy TeamsChapter 5: Middle ManagersChapter 6: Strategy ConsultantsSECTION B - PRACTICESChapter 7: Strategy ToolsChapter 8: Influencing Strategy through DiscourseSECTION C - PRAXISChapter 9: Strategic Alignment: The ESCO ModelChapter 10: Practicing Strategy across Firms: Insights from M&AsChapter 11: Strategic Ambidexterity: Dealing with TensionsSECTION D - CASE STUDIESChapter 12: Teaching Strategy using the Strategy-as-Practice approachChapter 13: Strategic Leadership and Innovation at Apple Inc.Chapter 14: Centrica - Strategizing in Multi-UtilityChapter 15: Narayana Health: Bringing Quality Healthcare to the MassesChapter 16: A "Reliable" Recovery?Chapter 17: Marconi - When Strategists Hit the Perfect StormChapter 18: Lafarge vs. Blue Circle: Practices in a Hostile TakeoverChapter 19: Room for Improvement? Relocating a Business SchoolChapter 20: Strategy-making 2.0: Strategy Development Process at the Wikimedia Foundation