Description
Examining some of the new and emerging issues in strategic management, Loizos Heracleous offers a fresh approach to the established ideas of strategy. Beginning with the historical development of the strategy field, including the influence of industrial organisation and the resource-based view, he develops a new perspective labelled an 'organisational action' view of strategy. This approach is theoretically underlain by organisation theory and takes seriously such issues as the role of agency, the need for a longitudinal focus on process, the complexities of strategy implementation, and organisational facets such as strategic choice, organisational culture, organisational discourses and learning. Combining theoretical subtlety with an applied orientation, Heracleous examines topical areas such as corporate governance, inter-organisational networks, and organising for the future. With original research and extensive surveys of the strategy literature, combined with a strong practical orientation, this book is ideal for MBA students, strategy researchers and the more thoughtful practitioner.
Chapter
Classic authors on strategy
The entry of consulting firms
The industrial organization model
Porter's value chain and generic strategies
Sustainability of competitive advantage and dynamic capabilities
Disenchantment with the traditional planning approach and fragmentation in the strategic management field
2 An organizational action view of strategic management
Theoretical antecedents of the organizational action view
Conceptual building blocks of the organizational action view
3 Strategic thinking or strategic planning?
The relationship between strategic thinking and strategic planning
A learning perspective on strategic thinking and strategic planning
Reconciling the perspectives: a dialectical view of strategic thinking and strategic planning
4 Leadership research and the board of directors
The board as leaders: duties and tasks of the board
Leadership perspectives and the board of directors
Research streams on leadership
Discussion and implications
5 The complexities of strategy implementation
Competencies for success in a turbulent world
The need for radical organizational change
Is strategic planning useful?
The costs of failed implementation efforts
Why do strategic plans often remain unrealized?
Approaches to strategy implementation
6 Organizational culture and strategic change processes
Organizational culture and its effects
Organizational culture and strategic change
Organizational culture at Hay Management Consultants
Going deeper: governing assumptions of Hay Management Consultants
A framework for strategic decision-making
Appendix: research methodology
7 The role of organizational discourse in understanding and managing strategic change
How can change be effectively managed?
The need to gain a deeper understanding of change processes
What is discourse anyway?
How can discourse contribute to effective organizational change?
How can metaphor foster effective organizational change?
8 Strategic change processes: an organization development approach
The need for relevance of the strategic management field
Linking strategic management and organization development
Organizational development and the relevance of strategic management
An integrated organizational model
Applying the "integrated organizational model" in a UK commercial bank
Implications for management
The need for closer integration
Appendix: the integrated organization model
III Current themes and applications
9 State ownership, privatization, and performance
Global trends and the impact of privatization
The ownership debate: does ownership matter?
Singapore Telecom's strategy and performance
Discussion and implications
10 Does corporate governance make a difference to organizational performance?
"Best practices" in corporate governance
Why does the research evidence not support suggested "best practices"?
Conclusion: the need for a strategic perspective in corporate governance
11 Types of inter-organizational networks and the strategic roles of directors
Research on inter-organizational networks
Development of a network typology
Embedded networks in East Asia
Interlocking directorates
12 Organizing for the future
The new competitive landscape and its strategic implications
Trends in organizational design
Dealing with strategic uncertainty and risk
The invariance of strategic principles
Strategy and Organization
：Realizing Strategic Management
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