Abstract
This book approaches strategy-making in a way that is designed to assist most organizations develop strategy appropriate to their size, purpose and resources.
It provides a much-needed guide to the strategy-making process by: elaborating the key concepts and theories of strategic management; by illustrating through case vignettes the issues inherent in the process of strategy-making; and by providing extensive and detailed practical guidelines on the methods, techniques and tools employed in the case vignettes.
Key themes explored are: the crucial significance of political feasibility; the role of participation; emphasis on stakeholder management; thinking about alternative futures within the overall process of strategy-making; and using computer support for strategy-making, organizational learning and strategy-delivery.
It provides a much-needed guide to the strategy-making process by: elaborating the key concepts and theories of strategic management; by illustrating through case vignettes the issues inherent in the process of strategy-making; and by providing extensive and detailed practical guidelines on the methods, techniques and tools employed in the case vignettes.
Key themes explored are: the crucial significance of political feasibility; the role of participation; emphasis on stakeholder management; thinking about alternative futures within the overall process of strategy-making; and using computer support for strategy-making, organizational learning and strategy-delivery.
| Original language | English |
|---|---|
| Place of Publication | London |
| Number of pages | 528 |
| Publication status | Published - 19 Oct 1998 |
Keywords
- making strategy
- strategic management
- political feasibility
- role of participation
- stakeholder management
- alternative futures
- computer support
- organizational learning and strategy-delivery