Exploring Strategy Text Only

Richard Whittington MA, MBA, PhD is Professor of Strategic Management at the Saïd Business School and Millman Fellow at New College, University of Oxford. He is author of twelve books, including Opening Strategy: Professional Strategists and Practice Change, 1960 to Today (2019), and is a standing Guest Editor at the Strategic Management Journal. He is currently President-elect of the international Strategic Management Society. He has had full or visiting positions at the Harvard Business School, HEC Paris, Imperial College London, the University of Toulouse and the University of Warwick.Patrick Regnér, BSc, MSc, PhD is Professor of Strategic Management at Stockholm School of Economics where he co-directed the Institute of International Business and currently is the director of the Center for Strategy and Competitiveness. He has published in leading journals like Strategic Management Journal, Journal of International Business, Journal of Management Studies, Human Relations, Harvard Business Review, etc. Patrick has extensive international teaching experience on all academic levels and is committed to strategy practice. He is senior advisor at strategy advisory firm Value Formation and does executive education and consulting with managers and corporations active worldwide. His research is focused on how dissimilar strategy processes and activities shape strategies and performance in distinct ways.Duncan Angwin, MA, MPhil, MBA, PhD is Professor of Strategic Management, Director of Executive Education and a member of the senior management team at UCL School of Management, University of London, UK. He is an Honorary Professor of the University of Nottingham where he was formerly Dean of the business school and sits on several University Boards, including the University of Toulouse School of Management and a grand école in Paris. Duncan is author of twelve books and has published in leading journals such as Administrative Science Quarterly, California Management Review, Long Range Planning, MIT Sloan Management Review and Organization Studies and is currently associate editor of Long Range Planning. His research focuses upon company growth strategies, and he is the most published scholar in Europe on mergers and acquisitions.Julia Hautz is Professor of Strategic Management at the University of Innsbruck, Austria. Previously she was visiting scholar at the University of Bath and the University of Oxford. Her work focusing on corporate strategies, innovation management and open strategy processes has been published in Strategic Management Journal, Academy of Management Perspectives, Long Range Planning, Global Strategy Journal, Journal of Strategic Information Systems and others. Julia is currently associate editor of Long Range Planning, has experience in teaching strategic management at all levels and is globally involved in consulting and coaching managers and organisations on open strategy processes.Gerry Johnson, BA, PhD is Emeritus Professor of Strategic Management at Lancaster University School of Management. He has also taught at Strathclyde Business School, Cranfield School of Management, Manchester Business School and Aston University. He is the author of numerous books, and his research has been published in many of the foremost management research journals in the world. He also worked with senior management teams on issues of strategy development and strategic change.Kevan Scholes MA, PhD, DMS, CIMgt, FRSA is Principal Partner of Scholes Associates – specialising in strategic management. He is also Emeritus Professor of Strategic Management and formerly Director of the Sheffield Business School, UK. He has extensive experience of teaching strategy to undergraduate and postgraduate students inside and outside the UK, as well as of management development work in private and public sector organisations. He has been an advisor on management development to several national bodies and is a Companion of The Chartered Management Institute.

• Brief Contents Illustrations and Thinking DifferentlyList of figuresList of tablesPrefaceExploring Strategy featuresExploring Strategy OnlineDigital CoursewareChapter 1 Introducing strategyChapter 2 Working with strategyPart I The strategic position Introduction to Part IChapter 3 Macro-environment analysisChapter 4 Industry and sector analysisChapter 5 Resources and capabilities analysisChapter 6 Purpose and stakeholdersChapter 7 Culture and strategyCommentary on Part I The strategy lensesPart II Strategic choices Introduction to Part IIChapter 8 Business strategy and modelsChapter 9 Corporate strategyChapter 10 International strategyChapter 11 Entrepreneurship and innovationChapter 12 Mergers, acquisitions and alliancesCommentary on Part II Strategic choicesPart III Strategy in action Introduction to Part IIIChapter 13 Evaluating strategiesChapter 14 Strategy development processesChapter 15 Implementing strategyChapter 16 Leadership and strategic changeChapter 17 The practice of strategyCommentary on Part III Strategy in actionCase Studies GlossaryName indexGeneral indexAcknowledgements