Strategic Thinking: Leadership and the Management of ChangeJohn Hendry, Gerry Johnson, Julia Balogun Strategic Thinking Leadership and the Management of Change Edited by John Hendry University of Cambridge, UK and Gerry Johnson Cranfield School of Management, UK with Julia Newton Cranfield School of Management, UK Published in association with the Strategic Management Society, The Wiley Strategic Management Series aims to illustrate the 'best in global strategic management' for academics, business practitioners and consultants. This book, the first volume in the series, is concerned with the process of strategic management and change. It places emphasis on the way people think about strategy and make sense of their organisational worlds; on organisational learning and adaption; and on the part played in this by leadership. Contributors Chris Bennett R. Thomas Lenz Mary M. Crossan Michael Levenhagen Yves Doz Martha L. Maznevski Jane E. Dutton Lief Melin Tony Eccles Julia Newton Colin Eden Wendy J. Penner Ewan Ferlie Andrew Pettigrew Charles M. Hampden-Turner Joseph F. Porac Kees Van Der Heijden James C. Rush Bo Hellgren Heinz Thanheiser John Hendry Howard Thomas Terry Hildebrand Richard Whipp Gerry Johnson Rod E. White Henry W. Lane Richard Whittington |
Contents
Drawing Meaning from Vision | 13 |
The Role of Strategists Waysofthinking in Strategic | 47 |
Emergent Industry Leadership and the Selling of Techno | 69 |
Copyright | |
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Common terms and phrases
action administrative agenda building analysis behavior beliefs Business School C. K. Prahalad Canadian cause map change process chapter cognitive map competence competitive complexity concept consensus context corporate culture decision decision-making Dutton effective emergent employees entrepreneur environment example executive FIGURE firm formal goals groupthink Harvard Business Review HIV/AIDS Holmen ideas implementation important individuals influence process innovation integration interpretation Jo Stone Journal of Management leaders leadership leading change Longman management team managerial Mark's Work Wearhouse market domains mental models Mintzberg operation organization organization's identity organizational identity organizational learning perceived performance Pettigrew planning potential Prahalad problems relationships rent response role schema sector social stakeholders strategic agenda strategic change strategic issues Strategic Management Journal Strategic Thinking strategic vision strategic way-of-thinking structure success theory TONY ECCLES top management understanding University University of Warwick Zale