Managing strategy implementation : an organizational behaviour perspective
Author(s)
Bibliographic Information
Managing strategy implementation : an organizational behaviour perspective
Blackwell Business, 2000
- : hbk
- : pbk
Available at 18 libraries
  Aomori
  Iwate
  Miyagi
  Akita
  Yamagata
  Fukushima
  Ibaraki
  Tochigi
  Gunma
  Saitama
  Chiba
  Tokyo
  Kanagawa
  Niigata
  Toyama
  Ishikawa
  Fukui
  Yamanashi
  Nagano
  Gifu
  Shizuoka
  Aichi
  Mie
  Shiga
  Kyoto
  Osaka
  Hyogo
  Nara
  Wakayama
  Tottori
  Shimane
  Okayama
  Hiroshima
  Yamaguchi
  Tokushima
  Kagawa
  Ehime
  Kochi
  Fukuoka
  Saga
  Nagasaki
  Kumamoto
  Oita
  Miyazaki
  Kagoshima
  Okinawa
  Korea
  China
  Thailand
  United Kingdom
  Germany
  Switzerland
  France
  Belgium
  Netherlands
  Sweden
  Norway
  United States of America
Note
Includes bibliographical references and index
Description and Table of Contents
Description
Strategy according to Percy Barnevik, Chairman of ABB is 10 per cent vision and 90 per cent execution. Yet standard textbooks of strategic management are decidedly light in terms of their treatment of the organisational issues which frequently derail change initiatives. This text on the implementation of strategy redresses the balance.
Table of Contents
Preface. Foreword.
Acknowledgements.
Introduction: Stephen Carroll and Patrick Flood.
Part I: New Perspectives on the Strategy Implementation Process:.
1. Strategic Management in a World Turned Upside Down: the Role of Cognition, Intuition and Emotional Intelligence: Paul Sparrow.
2. Implementing Strategic Plans through Formalized Goal Setting: Stephen Carroll.
3. Analysing Strategic Activity through Narrative Analysis: Sarah Moore.
4. Strategy Implementation and Polarity Management: Tony Dromgoole and David Mullins.
Part II: Behavioural Barriers and Problems in Strategy Implementation: .
5. The Emotional World of Strategy Implementation: David O'Donnell.
6. Change Mangement and Stress: Carol Borrill and Sharon Parker.
7. Strategy Implementation in Public Sector Organizations: David McKevitt.
8. Leading and Managing the uncertainty of Strategic Change: Jean Hartley.
Part III: Key Roles in Strategy Implementation: .
9. From Key Advice to Execution: Consulting Firms and the Implementation of Strategic Decisions: Timothy Morris. .
10. The Leadership of Learning: the Core Process of Strategy Implementation: Dennis Gillen.
11. Middle Management Resistance to Strategic Change Initiatives: Saboteurs or Scapegoats?: Mark Fenton-O'Creevy.
12. Constraints on Strategy Implementation: the 'Problem' of Middle Managers: Philip Stiles.
Part IV: Barriers and Enablers to Strategy Implementation: .
13. The Primacy of Imagination: Charles Carroll.
14. Developing and Implementing Strategy through Learning Networks: Tony Dromgoole and Liam Gorman.
15. Implementing Turnaround Strategies in Strongly Unionized Environments: Niall Saul.
16. Teams in Strategy Implementation: Some Case Examples: Ken Smith and Henry Sims Jr.
Editor's Conclusion.
Bibliographical Notes.
Index.
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