Synopsis
Organizational success demands a capacity for effective strategic action yet much of the strategy literature continues to emphasize formulation rather than implementation. In contrast, this major textbook looks at the processes of making strategy happen through the management of strategic action.
Cynthia Hardy outlines a framework for understanding strategic action while key readings and cases examine the issues involved in moving from strategic intent to realization, through organizational alignment and change.
Part One highlights key dimensions of enacting strategic change, for example: environmental analysis and the formation of strategic intent; the relations between strategy and structure; the impact of culture; leadership; and human resource management. Part Two considers the central role of power and politics in mobilizing change, including the links between power and ethical action. Part Three explores various strategic challenges, such as mergers and acquisitions, the management of decline, new product innovation, globalization, sustainable development and the management of collaboration.
Cases address a wide range of organizational contexts and settings and are based on an action-oriented model of learning where participants are encouraged to develop their own plans of strategic action.
An instructor′s manual for the text is available to accredited teachers in management on request from Sage.
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About the Author
Cynthia Hardy is a Professor in the Faculty of Management, McGill University. Her publications include Strategies for Retrenchment and Turnaround: The Politics of Survival (De Gruyter, 1990) and Managing Organizational Closure (Gower, 1985).
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Managing Strategic Action : Mobilizing Change Concepts, Readings and Cases
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