Strategic Thinking: Leadership and the Management of Change

Front Cover
John Hendry, Gerry Johnson, Julia Balogun
Wiley, 1993 - Business & Economics - 350 pages
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
The Importance of Organizational Identity for Strategic
89
Cognitive
115
Discussing Strategic Vision
137
Social Structures and Strategic Leadership
181
Leading Change and the Management of Competition
199
Theory to Practice
229
District
267
A Process of Organisational
293
Two Revisionist Perspectives
311
Dilemmas of Strategic Learning Loops
327
Index
347

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