Download PDF Strategy: Theory and Practice, by Stewart Clegg, Professor Chris Carter, Martin Kornberger, Jochen Schweitzer
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Strategy: Theory and Practice, by Stewart Clegg, Professor Chris Carter, Martin Kornberger, Jochen Schweitzer
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Covering all the core elements that business students need to know about the economic dimension of strategy, this text offers a fresh approach by also placing strategy in its social, political, and organizational context. Students are introduced to the links between strategic management and strategizing processes on the one hand and organizational politics and power relations on the other. The book integrates concerns about ethics and globalization, and corporate social responsibility and sustainability, to provide a provocative and critically engaged approach to understanding strategy in the post-financial crisis world.
- Sales Rank: #1516437 in Books
- Published on: 2011-01-28
- Released on: 2011-10-30
- Original language: English
- Number of items: 1
- Dimensions: 10.43" h x 1.15" w x 7.68" l, 2.57 pounds
- Binding: Paperback
- 488 pages
Review
A timely book, impressive in its scope, authoritative in its analysis, and wonderfully written. An extremely enjoyable intellectual journey into many of the intricate aspects of strategy. A must read for all serious students of strategy
Mahmoud Ezzamel,
Cardiff Professorial Fellow, Cardiff Business School
Unravels the neatness of traditional economics-based views of strategy and replaces them with much needed social, political and organizational lenses. The authors have produced a refreshing book which rightly establishes organization theory at the centre of strategic analysis and practice"
David C. Wilson,
Professor of Strategy and Organization, University of Warwick Business School
"The authors have produced a text that offers a critical overview of strategy in a global context that illuminates the flows of value, not merely over-emphasizing the economic dimension but linking to sociological and bio-medical issues, throughout the world in the context of the enframing social processes that structure and maintain them. Its style is accessible and its detail is authoritative, current and precise so students, professors and general readers will enjoy it. For many university and business school courses it will quickly become the preferred introduction
Professor David Weir,
Professor of Intercultural Management, Liverpool Hope University
We have waited a long time for a book like this: it is eminently readable, genuinely ground-breaking and absolutely timely. Students will find it indispensable, scholars will find it thought-provoking and practitioners will find it energizing, even liberating. It revitalizes our understanding of strategy and disposes of some tired clichés and well-worn dogmas along the way"
Professor Susan J. Miller
Hull University Business School
"Teachers, students and practitioners of strategy will welcome this new book which provides a fresh and more critical view on strategy. There are unfortunately not many textbooks out like this, which make the obvious link between strategic management and strategizing processes on the one hand and organizational politics and power relations on the other. This readable textbook is an invaluable resource for those who believe that education and research on strategists and strategies requires a new, more political approach, given the problems triggered by the current economic and financial crisis
Mike Geppert
Professor of Comparative International Management and Organization Studies, School of Management, University of Surrey
An outstanding book in the field of OB Strategy, written by a team of outstanding academics. A must buy for MBA students and practitioners alike
Professor Cary L. Cooper, CBE, Distinguished Professor of Organizational Psychology and Health
Lancaster University
Asks the right questions of strategy, and encourages students to do the same. Placing strategy in its social and political context, it adds new and critical dimensions, going beyond the usual economic and organisational considerations. In doing so, an agenda is set for the new strategic thinking required following the financial crisis, encompassing dimensions of risk, governance and financial instability. Offering new insights into standard theories, it encourages us to think deeply about, as well as practise, strategy
Professor Steven Toms
The York Management School, The University of York
Bravo! Finally, a strategy text that takes issues of power, politics and organizing seriously. Integrating concerns about ethics, corporate social responsibility and sustainability, "Strategy: Theory and Practice" provides a provocative and critically engaged approach to understanding strategy and strategizing as a complex, distributed and unpredictable activity. As such, it is an important contribution to pedagogy at the intersection of strategic management and organization studies
Professor Michael Lousbury
University of Alberta
Strategic thinking has become central across all forms of organisations. This book will be welcomed for its contribution to the study and practice of strategy. It enhances our understanding of strategic processes through a refreshing and powerful theoretical lens , with finely nuanced interpretations of the implications of strategy in practice
Professor Irvine Lapsley
University of Edinburgh Business School
Offers all the basics that business students need to know about the economic and organizational sides of strategy in an appealing easy-to-read format complete with mini-cases and exercises, while stepping outside the run of the mill by provoking critical reflection on established ideas and placing the tools and concepts in perspective. We need more textbooks like this to ensure that future generations of managers become informed yet reflexive consumers of management knowledge and ideas
Ann Langley
HEC Montreal
This brilliant book moves away from the rational toolbox approach and highlights the organizational determinants and political outcomes of strategy. Clegg and his colleagues bring a much needed perspective to understand how strategy impacts society and what can be done
Bernard Forgues
Professor of Organization Theory, EMLYON Business School
We've known for some time now that the discipline of Strategy is fragmenting. What I like about this book is that it not only helps us make sense of why this is happening, but it offers a coherent new framework for understanding what strategy means in the 21st century. Clegg et al begin by revealing the dirty little secret of strategy - most of it is highly revisionist. From In Search of Excellence to the adulation of Enron before its collapse, by looking backward we now see that those who study strategy really do a terrible job of predicting 'winners' and 'losers' but do a great job of explaining success after the fact. Clegg et al demonstrate the reason for this - i.e. strategy is much less about firm performance than it is about politics and power both inside and outside the firm. As such this book provides a refreshing new perspective on strategic management. It demonstrates an awareness that firms compete not only in the material world for hard resources but also in the political world for power. It is essential reading for anyone who wants to make sense of modern (or should I say post-modern) strategic management
Roy Suddaby
Alberta School of Business
Strategy, Theory and Practice sweeps up many of the important research strategy research advancements and currents in recent years. That is to say, the authors begin the difficult task of joining up the various theoretical perspectives on strategy. If nothing else, the staging posts from Strategy, Theory and Practice remind us of the eclectic nature of strategy. It also reminds us of the various provinces from which it is emerging, the directions it is moving and the staging posts it has quite not yet reached. It is within this intellectual containment of the strategy textbook genre that the 430 page epitome (excluding references) ought to be singled out and enlisted as a core reading text.
It merits adoption not least because it taps into rich steams of research, opening up and engaging with extant strategy avenues of research. This is a marked departure from many of its contemporary cohort... This textbook will surely be a relief for students who are increasingly primed on the culture of strategy...While the book is aimed at students studying undergraduate and postgraduate programmes, its insightful commentary on a range of theory development and conceptual questions suggests that is likely to also benefit research students. This might even extend to the wily artefact ‘researcher’ more generally. Anyone interested in accessing the more subtle and pervasive social and political spaces of strategy, will gain significantly from picking up this well crafted textbook
Organization Journal
About the Author
Stewart Clegg is a prolific publisher of several hundred articles in leading academic journals in strategy, social science, management and organization theory; is also the author and editor of about fifty books, as well as a Fellow of the British Academy of Social Sciences, a Distinguished Fellow of the Australian and New Zealand Academy of Management, a Fellow of the Academy of the Social Sciences in Australia, and the recipient of significant awards from the American Academy of Management for his contributions to management theory and practice.
Professor Chris Carter is from Cornwall, he teaches strategy at the University of St Andrews and also holds a visiting fellowship at the University of Technology, Sydney. His research explores the politics of strategy and campaigns. Chris received his PhD in Organization Theory from Aston Business School. He lives in Edinburgh.
Martin Kornberger received his PhD form the University of Vienna in 2002. Currently he works as full time Visiting Professor at the Department of Organization, Copenhagen Business School. Trained as philosopher, he researches and teaches about practices of organizing, strategizing, accounting, and marketing, and explores how they shape, and are shaped by, the economy and society at large.
Jochen Schweitzer is Senior Lecturer in Strategy and Director of the MBA in Entrepreneurship at the University of Technology Sydney Business School. He is Research Stream Leader for Strategy and Creativity at the Centre for Management and Organisation Studies (CMOS) and Founder/Director of U.lab, a multidisciplinary innovation hub.
Previously he has worked as a Design Thinking Coach, Management Consultant, Production-Planning Engineer and Cultural Program Coordinator. He is a winner of the Strategic Management Societies' Best PhD Paper Award and he was awarded Honourable Mention by the Academy of Management Business Policy and Strategy Division for his dissertation.
His research, teaching and consulting focuses on issues of strategy, collaboration, entrepreneurship and innovation with a special interest in design thinking, urban planning and open innovation
Most helpful customer reviews
0 of 2 people found the following review helpful.
Waw!!
By Paulo Cesar Matui
I've read an historical review of strategy, but without an institutionalist approach. This is book is better cas commit with sensemaking mechanisms.
And much more!!!!
2 of 2 people found the following review helpful.
I pity the students that have to buy such textbooks.
By Jackal
The objective of this textbook is to pay more attention to sociology and less to economics. I suppose the result is supposed to be more critical towards making money. Most textbooks are written by second-rate scholars that put in as many models as possible to please as many potential instructors as possible. The best textbook that I have seen is Strategic Management: Concepts and it reaches three stars on my scale. (Taking account of the $175 price tag it is just another one star book.) The current book puts in fewer models, but misunderstands many of them. My key gripe is that the book does not prepare students for anything. Everything is just superficial rehashing of material. I assume the authors want to educate business students to be more critical to existing structures in society. That is not a useful aim for a textbook in strategy. It just helps to give strategy a bad name. It would be much better to educate the students to be critical on the details. However, that would probably bore these professors to death. Surprisingly, the authors probably dislike the field of strategic management because it is too practical. Academics have to stop writing these brick-sized books and instead focusing on more basic issues. I would avoid this book.
0 of 1 people found the following review helpful.
PERFECT!
By Laredo, Tx
My book was perfect! New, new, new!!! Even sealed...great price for such a well packaged book. I also received the book quick!
See all 3 customer reviews...
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