Exploring Strategy

Richard Whittington MA, MBA, Ph.D. is a Professor of Strategic Management at the Saïd Business School and Millman Fellow at New College, University of Oxford. He is the author of eleven books, including Opening Strategy: Professional Strategists and Practice Change, 1960 to Today (2019), and has previously been Associate Editor of the Strategic Management Journal.Richard 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. He is active in executive education and consulting internationally.Duncan Angwin, MA, MPhil, MBA, Ph.D. is Professor in Strategic Management at University College London and Honorary Professor at University of Nottingham. He has authored twelve books, and over fifty refereed articles in journals such as Academy of Management Learning & Education, Administrative Science Quarterly (ASQ), California Management Review, MIT Sloan Management Review, and Organization Studies, and has served on many editorial boards including Journal of Management Studies.Duncan teaches strategy to executives internationally. He has won more than €10m in research grants and currently focuses on international M&A and strategy practices. Duncan is also an elected council member of the Chartered Association of Business Schools (CABS). See http://www.duncanangwin.comPatrick Regnér, BSc, MSc, Ph.D., is a Professor of Strategic Management at the Stockholm School of Economics. He has published in leading journals like Strategic Management Journal, Journal of International Business, Human Relations, etc., and serves on several editorial boards including Academy of Management Review, Journal of Management Studies, and Long Range Planning. He has extensive teaching experience on all academic levels at several international institutions. He does executive teaching, consulting, and coaching with managers and organisations worldwide and is a senior advisor at strategy advisory firm Value Formation. His current research focuses on strategy creation and business models.Gerry Johnson, BA, Ph.D. is an 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.Gerry 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 works with senior management teams on issues of strategy development and strategic change.Kevan Scholes MA, Ph.D., DMS, CIMgt, FRSA is the Principal Partner of Scholes Associates – specialising in Strategic Management. He is also an Emeritus Professor of Strategic Management and formerly Director of the Sheffield Business School, UK, with extensive experience in teaching strategy to undergraduate and postgraduate students both in the UK and abroad.Kevan has also experience in management development work in private and public sector organisations. He has been an advisor in management development to a number of 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