Putting Process Into Strategy / Organisational Capabilities: Structure and Systems / Organisational Capabilities: Culture and Power, 2nd Ed.
Strategy -- Books 7 / 8 / 9
Publisher: The Open University, 1999 , 152 pages
ISBN: 0-7492-9205-9
Synopsis:
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Table of Contents:
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- Book 7 Putting Process Into Strategy
- Introduction
- 1.1 Learning Objectives of This Book
- Strategy Process, Time and Change
- 2.1 Time as a Source of Competitive Advantage
- 2.2 Managing Time in Strategic Change
- Strategic Decisions
- 3.1 Types of Strategic Decisions
- 3.2 Describing Decision Process
- Patterns in Strategic Decisions: Processes of Strategy Development
- 4.1 Political Strategy Formulation
- 4.1.1 Political analysis: power and influence
- 4.1.2 Political analysis: allies and opponents
- The actor/issue matrix
- The relationship matrix
- Force field analysis
- 4.1.3 Political strategy formulation
- 4.1.4 Negotiation for alliances
- 4.1.5 Offence and defence
- 4.2 Politics, Planning, Incrementalism and Logical Incrementalism
- 4.3 Alternative Explanation of Strategy Development: Leadership, Culture and Enforced Choice
- 4.3.1 Leadership
- 4.3.2 Culture
- 4.3.3 Enforced choice
- 4.4 Strategy Development ‘Profiles’
- Strategic Thinking
- Organisational Learning
- 6.1 From Organisational Learning to the Learning Organisation
- Summary and Conclusion
- Book 8 Organisational Capabilities: Structure and Systems
- Introduction
- 1.1 Learning Objectives of This Book
- 1.2 Different Circumstances, Different Structures
- 1.3 Reaching for New Structures
- Structural Components, Contingencies and Configurations
- 2.1 Introduction
- 2.2 Design Parameters
- 2.3 Mintzberg’s Hypotheses
- 2.4 Application and Evaluation
- 2.5 Structure, Systems and Advantage
- Strategy and Systems
- 3.1 Introduction
- 3.2 Strategic Control Systems
- 3.3 Systems in Action
- Strategy, Structure and Systems
- 4.1 Structure and Systems as Organisational Capabilities
- 4.2 Structural Progression
- 4.3 Synthesising Strategy and Structure
- 4.4 Structure and the Pursuit of Competitive Advantage
- 4.5 Innovation in Structures
- 4.6 New Organisational Forms
- 4.7 Organisations as Networks of Transactions
- Summary and Conclusion
- Book 9 Organisational Capabilities: Culture and Power
- Introduction
- 1.1 Learning Objectives of This Book
- What is Culture?
- 2.1 Some Specific Elements of Culture
- 2.2 How are Cultures Formed?
- 2.3 Corporate and Organisational Cultures
- 2.4 Culture as Capability or Resource
- 2.4.1 Corporate culture, national culture and institutional culture
- 2.5 Culture and Ethics
- 2.5.1 Culture, ethics and advantage
- 2.6 National Cultures and Organisational Cultures
- 2.6.1 Asian and Western institutional contexts and cultural paradigms
- 2.7 Culture and the Paradigm
- 2.8 The Knowledge-Creating Company
- 2.9 Summary
- Culture, Power and Change
- 3.1 Management of Strategic Change
- 3.2 The Intersection of Power and Culture change: The Case of Paradigm Change
- 3.3 Strategic Change: Managing Meaning and the Role of the Leader
- 3.4 Strategic Change: Recovery Strategies and Turnarounds
- Power
- 4.1 What is Power?
- 4.2 Power Structures
- 4.3 Power Over What?
- 4.4 Managing Strategy and Power
- Summary and Conclusion
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Putting Process Into Strategy / Organisational Capabilities: Structure and Systems / Organisational Capabilities: Culture and Power
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