Patrick C. Flood is Professor of Organizational Behavior and University Fellow at the University of Limerick. His previous books include Managing without Traditional Methods (1996), The EU and the Employment Relationship (1997), and Personnel Management in Ireland (1990). He is on the editorial board of Business Strategy Review and the Journal of Irish Business and Administrative Research.Tony Dromgoole is Director of Open Programmes, Awards and Research Programmes at the Irish Management Institute. He is a part-time member of the School of Business Studies, Trinity College, Dublin. He has published articles on a wide range of management topics and is currently editing, with P. Coughlan, a special edition of the International Journal of Operations and Production Management. Stephen J. Carroll is Professor at the University of Maryland. He is the author or co-author of more than 12 books and over 100 published papers. He has been a consultant to more than 40 business and government organizations. He has been elected Fellow of the Academy of Management, the American Psychological Association, and the American Psychological Society. Liam Gorman is a Programme Director at the Irish Management Institute and Lecturer in Business Studies at Trinity College, Dublin. He has published six books on management topics, including one on the Management of Irish Business, and has published articles on a wide range of management topics. He has been a consultant to OECD on the future of management development and has worked in twenty countries on executive education and consulting assignments. He is a Fellow of the Irish Management Institute and has been conferred with a Special Award of Merit by the Irish Psychological Society for his outstanding contributions.

• Preface. Foreword.Acknowledgements.Introduction: Stephen Carroll and Patrick Flood.Part I: New Perspectives on the Strategy Implementation Process:.1. Strategic Management in a World Turned Upside Down: the Role of Cognition, Intuition and Emotional Intelligence: Paul Sparrow.2. Implementing Strategic Plans through Formalized Goal Setting: Stephen Carroll.3. Analysing Strategic Activity through Narrative Analysis: Sarah Moore.4. Strategy Implementation and Polarity Management: Tony Dromgoole and David Mullins.Part II: Behavioural Barriers and Problems in Strategy Implementation: .5. The Emotional World of Strategy Implementation: David O'Donnell.6. Change Mangement and Stress: Carol Borrill and Sharon Parker.7. Strategy Implementation in Public Sector Organizations: David McKevitt.8. Leading and Managing the uncertainty of Strategic Change: Jean Hartley.Part III: Key Roles in Strategy Implementation: .9. From Key Advice to Execution: Consulting Firms and the Implementation of Strategic Decisions: Timothy Morris. .10. The Leadership of Learning: the Core Process of Strategy Implementation: Dennis Gillen.11. Middle Management Resistance to Strategic Change Initiatives: Saboteurs or Scapegoats?: Mark Fenton-O'Creevy.12. Constraints on Strategy Implementation: the 'Problem' of Middle Managers: Philip Stiles.Part IV: Barriers and Enablers to Strategy Implementation: .13. The Primacy of Imagination: Charles Carroll.14. Developing and Implementing Strategy through Learning Networks: Tony Dromgoole and Liam Gorman.15. Implementing Turnaround Strategies in Strongly Unionized Environments: Niall Saul.16. Teams in Strategy Implementation: Some Case Examples: Ken Smith and Henry Sims Jr.Editor's Conclusion.Bibliographical Notes.Index.

"As managers have increasingly come to recognize, implementation is the key to superior business performance. Yet, most books on strategy continue to focus on the 'what to', while glossing over the 'how to'. This book admirably fills the gap. Both managers and management academics will find Managing Strategic Implementation very useful in thinking about the processes and tasks of translating strategy into effective organizational action." Sumantra Ghoshal, London Business School.

Patrick C. Flood is Professor of Organizational Behavior and University Fellow at the University of Limerick. His previous books include Managing without Traditional Methods (1996), The EU and the Employment Relationship (1997), and Personnel Management in Ireland (1990). He is on the editorial board of Business Strategy Review and the Journal of Irish Business and Administrative Research.Tony Dromgoole is Director of Open Programmes, Awards and Research Programmes at the Irish Management Institute. He is a part-time member of the School of Business Studies, Trinity College, Dublin. He has published articles on a wide range of management topics and is currently editing, with P. Coughlan, a special edition of the International Journal of Operations and Production Management. Stephen J. Carroll is Professor at the University of Maryland. He is the author or co-author of more than 12 books and over 100 published papers. He has been a consultant to more than 40 business and government organizations. He has been elected Fellow of the Academy of Management, the American Psychological Association, and the American Psychological Society. Liam Gorman is a Programme Director at the Irish Management Institute and Lecturer in Business Studies at Trinity College, Dublin. He has published six books on management topics, including one on the Management of Irish Business, and has published articles on a wide range of management topics. He has been a consultant to OECD on the future of management development and has worked in twenty countries on executive education and consulting assignments. He is a Fellow of the Irish Management Institute and has been conferred with a Special Award of Merit by the Irish Psychological Society for his outstanding contributions.

• Preface. Foreword.Acknowledgements.Introduction: Stephen Carroll and Patrick Flood.Part I: New Perspectives on the Strategy Implementation Process:.1. Strategic Management in a World Turned Upside Down: the Role of Cognition, Intuition and Emotional Intelligence: Paul Sparrow.2. Implementing Strategic Plans through Formalized Goal Setting: Stephen Carroll.3. Analysing Strategic Activity through Narrative Analysis: Sarah Moore.4. Strategy Implementation and Polarity Management: Tony Dromgoole and David Mullins.Part II: Behavioural Barriers and Problems in Strategy Implementation: .5. The Emotional World of Strategy Implementation: David O'Donnell.6. Change Mangement and Stress: Carol Borrill and Sharon Parker.7. Strategy Implementation in Public Sector Organizations: David McKevitt.8. Leading and Managing the uncertainty of Strategic Change: Jean Hartley.Part III: Key Roles in Strategy Implementation: .9. From Key Advice to Execution: Consulting Firms and the Implementation of Strategic Decisions: Timothy Morris. .10. The Leadership of Learning: the Core Process of Strategy Implementation: Dennis Gillen.11. Middle Management Resistance to Strategic Change Initiatives: Saboteurs or Scapegoats?: Mark Fenton-O'Creevy.12. Constraints on Strategy Implementation: the 'Problem' of Middle Managers: Philip Stiles.Part IV: Barriers and Enablers to Strategy Implementation: .13. The Primacy of Imagination: Charles Carroll.14. Developing and Implementing Strategy through Learning Networks: Tony Dromgoole and Liam Gorman.15. Implementing Turnaround Strategies in Strongly Unionized Environments: Niall Saul.16. Teams in Strategy Implementation: Some Case Examples: Ken Smith and Henry Sims Jr.Editor's Conclusion.Bibliographical Notes.Index.

"As managers have increasingly come to recognize, implementation is the key to superior business performance. Yet, most books on strategy continue to focus on the 'what to', while glossing over the 'how to'. This book admirably fills the gap. Both managers and management academics will find Managing Strategic Implementation very useful in thinking about the processes and tasks of translating strategy into effective organizational action." Sumantra Ghoshal, London Business School.

Patrick C. Flood is Professor of Organizational Behavior and University Fellow at the University of Limerick. His previous books include Managing without Traditional Methods (1996), The EU and the Employment Relationship (1997), and Personnel Management in Ireland (1990). He is on the editorial board of Business Strategy Review and the Journal of Irish Business and Administrative Research.Tony Dromgoole is Director of Open Programmes, Awards and Research Programmes at the Irish Management Institute. He is a part-time member of the School of Business Studies, Trinity College, Dublin. He has published articles on a wide range of management topics and is currently editing, with P. Coughlan, a special edition of the International Journal of Operations and Production Management. Stephen J. Carroll is Professor at the University of Maryland. He is the author or co-author of more than 12 books and over 100 published papers. He has been a consultant to more than 40 business and government organizations. He has been elected Fellow of the Academy of Management, the American Psychological Association, and the American Psychological Society. Liam Gorman is a Programme Director at the Irish Management Institute and Lecturer in Business Studies at Trinity College, Dublin. He has published six books on management topics, including one on the Management of Irish Business, and has published articles on a wide range of management topics. He has been a consultant to OECD on the future of management development and has worked in twenty countries on executive education and consulting assignments. He is a Fellow of the Irish Management Institute and has been conferred with a Special Award of Merit by the Irish Psychological Society for his outstanding contributions.

• Preface. Foreword.Acknowledgements.Introduction: Stephen Carroll and Patrick Flood.Part I: New Perspectives on the Strategy Implementation Process:.1. Strategic Management in a World Turned Upside Down: the Role of Cognition, Intuition and Emotional Intelligence: Paul Sparrow.2. Implementing Strategic Plans through Formalized Goal Setting: Stephen Carroll.3. Analysing Strategic Activity through Narrative Analysis: Sarah Moore.4. Strategy Implementation and Polarity Management: Tony Dromgoole and David Mullins.Part II: Behavioural Barriers and Problems in Strategy Implementation: .5. The Emotional World of Strategy Implementation: David O'Donnell.6. Change Mangement and Stress: Carol Borrill and Sharon Parker.7. Strategy Implementation in Public Sector Organizations: David McKevitt.8. Leading and Managing the uncertainty of Strategic Change: Jean Hartley.Part III: Key Roles in Strategy Implementation: .9. From Key Advice to Execution: Consulting Firms and the Implementation of Strategic Decisions: Timothy Morris. .10. The Leadership of Learning: the Core Process of Strategy Implementation: Dennis Gillen.11. Middle Management Resistance to Strategic Change Initiatives: Saboteurs or Scapegoats?: Mark Fenton-O'Creevy.12. Constraints on Strategy Implementation: the 'Problem' of Middle Managers: Philip Stiles.Part IV: Barriers and Enablers to Strategy Implementation: .13. The Primacy of Imagination: Charles Carroll.14. Developing and Implementing Strategy through Learning Networks: Tony Dromgoole and Liam Gorman.15. Implementing Turnaround Strategies in Strongly Unionized Environments: Niall Saul.16. Teams in Strategy Implementation: Some Case Examples: Ken Smith and Henry Sims Jr.Editor's Conclusion.Bibliographical Notes.Index.

"As managers have increasingly come to recognize, implementation is the key to superior business performance. Yet, most books on strategy continue to focus on the 'what to', while glossing over the 'how to'. This book admirably fills the gap. Both managers and management academics will find Managing Strategic Implementation very useful in thinking about the processes and tasks of translating strategy into effective organizational action." Sumantra Ghoshal, London Business School.