Summary
Contents
Subject index
Presenting a major retrospective and prospective overview of strategy, this Handbook is an important benchmark volume for management scholars worldwide. The Handbook frames, assesses and synthesizes the work in the field. Chapters are grouped under four specific areas of strategy and management: Mapping a Terrain; Thinking and Acting Strategically; Changing Contexts; and Looking Forward. Within these parts, leading international scholars provide historical overviews of the key themes, address the central approaches which have characterized these themes, critically assess the quality of current theory and knowledge, and set out agendas for future theoretical and empirical development.
Strategic Change Processes
Strategic Change Processes
Strategy process research is at a crossroads. We are bombarded by an ever-increasing number of strategy concepts and frameworks. Some of these concepts and frameworks are normative whereas others are descriptive. Some are anchored at the individual level of analysis whereas others recognize the collective and distributed nature of strategy and strategizing. It is easy to get lost in this complexity.
The proliferation of strategy concepts and frameworks is perhaps a reflection of key changes that are occurring in our environment. First, the pace at which products, technologies, organizations, industries, and economies are changing is increasing. In some cases, change has become so rapid that a new term has been coined - internet time. Second, interdependencies between economic and social agents ...
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