Putting Process Into Strategy / Organisational Capabilities: Structure and Systems / Organisational Capabilities: Culture and Power ^{2nd Ed.}

Open University Business School MBA B820 Strategy

• Book 7 Putting Process Into Strategy
1. Introduction
• 1.1 Learning Objectives of This Book
2. Strategy Process, Time and Change
• 2.1 Time as a Source of Competitive Advantage
• 2.2 Managing Time in Strategic Change
3. Strategic Decisions
• 3.1 Types of Strategic Decisions
• 3.2 Describing Decision Process
4. 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'
5. Strategic Thinking
6. Organisational Learning
• 6.1 From Organisational Learning to the Learning Organisation
7. Summary and Conclusion
• Book 8 Organisational Capabilities: Structure and Systems
1. Introduction
• 1.1 Learning Objectives of This Book
• 1.2 Different Circumstances, Different Structures
• 1.3 Reaching for New Structures
2. 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
3. Strategy and Systems
• 3.1 Introduction
• 3.2 Strategic Control Systems
• 3.3 Systems in Action
4. 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
5. Summary and Conclusion
• Book 9 Organisational Capabilities: Culture and Power
1. Introduction
• 1.1 Learning Objectives of This Book
2. 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
3. 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
4. Power
• 4.1 What is Power?
• 4.2 Power Structures
• 4.3 Power Over What?
• 4.4 Managing Strategy and Power
5. Summary and Conclusion

MBA material, what do you expect?