Strategic Management and Organisational Dynamics

Häftad, Engelska, 2015

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Strategic Management and Organisational Dynamics remains unique amongst strategic management textbooks by taking a refreshingly alternative look at the subject. Drawing on the sciences of complexity as well as a broad range of social scientific literature, Stacey and Mowles challenge the conceptual orthodoxy of planned strategy, focusing instead on emergence and the predictable unpredictability of organisational life.

Ideal for advanced undergraduate and postgraduate study, this critically detailed account deals with current issues, raising the challenge of complexity within practice and theory.

New to this edition:

The literature from past editions is refreshed and updated.
More examples are given from contemporary organisational life and social life more generally.
The canon of thinkers who inform complex responsive processes of relating is broadened and deepened.
There is engagement with new developments in organisational theory such as process organisation studies and practice schools.
There are updated sections on rhetoric, paradox and recognition.
A focus on what strategic management might mean from the perspective of complex responsive processes.

Ralph Stacey is Professor of Management at the Business School, University of Hertfordshire. He is a supervisor on the innovative Doctor of Management programme at the University of Hertfordshire and the author of a number of books and papers on complexity and organisation.

Chris Mowles is Professor of Complexity and Management at the Business School, University of Hertfordshire. He is director of, and supervisor on, the innovative Doctor of Management programme at the University of Hertfordshire and the author of two books and a number of papers on complexity and organisation.

Produktinformation

Utgivningsdatum2015-09-25
Mått190 x 245 x 30 mm
Vikt1 090 g
FormatHäftad
SpråkEngelska
Antal sidor576
Upplaga7
FörlagPearson Education
ISBN9781292078748

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Affärsstrategi inom Ekonomi och ledarskap

Ralph Stacey is Professor of Management at the Business School, University of Hertfordshire. He is a supervisor on the innovative Doctor of Management programme at the University of Hertfordshire and the author of a number of books and papers on complexity and organisation. Chris Mowles is Professor of Complexity and Management at the Business School, University of Hertfordshire. He is director of, and supervisor on, the innovative Doctor of Management programme at the University of Hertfordshire and the author of two books and a number of papers on complexity and organisation.

Brief contentsList of boxes xivList of tables xvPreface xvi1 Strategic management in perspective: a step in the professionalisation of management 22 Thinking about strategy and organisational change: the implicit assumptions distinguishing one theory from another 28Part 1 Systemic ways of thinking about strategy and organisational dynamics3 The origins of systems thinking in the Age of Reason 484 Thinking in terms of strategic choice: cybernetic systems, cognitivist and humanistic psychology 665 Thinking in terms of organisational learning and knowledge creation: systems dynamics, cognitivist, humanistic and constructivist psychology 1006 Thinking in terms of organisational psychodynamics: open systems and psychoanalytic perspectives 1287 Thinking about strategy process from a systemic perspective: using a process to control a process 1508 A review of systemic ways of thinking about strategy and organisational dynamics: key challenges for alternative ways of thinking 1769 Extending and challenging the dominant discourse on organisations: thinking about participation and practice 202Part 2 The challenge of complexity to ways of thinkingPart 3 Complex responsive processes as a way of thinking about 10 The complexity sciences: the sciences of uncertainty 23811 Systemic applications of complexity sciences to organisations: restating the dominant discourse 266strategy and organisational dynamics12 Responsive processes thinking: the interplay of intentions 30213 The emergence of organisational strategy in local communicative interaction: complex responsive processes of conversation 33814 The link between the local communicative interaction of strategising and the population-wide patterns of strategy 36215 The emergence of organisational strategy in local communicative interaction: complex responsive processes of ideology and power relating 38816 Different modes of articulating patterns of interaction emerging across organisations: strategy narratives and strategy models 41617 Complex responsive processes of strategising: acting locally on the basis of global goals, visions, expectations and intentions for the ‘whole’ organisation over the ‘long-term future’ 45618 Complex responsive processes: implications for thinking about organisational dynamics and strategy 486References 519Index 545