Practicing Strategy 2/e

Sotirios Paroutis is Professor of Strategic Management and Head of the Strategy and International Business Group at the Warwick Business School. His research interests lie at the intersections of strategy practices and processes in complex organizational settings in the UK and globally. He uses qualitative and quantitative methods to examine the discursive, cognitive and visual activities organizational actors employ when dealing with strategic tensions. Loizos Heracleous is a Professor of Strategy and Organization at Warwick Business School. He earned his PhD from the University of Cambridge. His research has been published in leading journals such as the Academy of Management Journal, Academy of Management Review, Strategic Management Journal, MIS Quarterly, Harvard Business Review, and MIT Sloan Management Review. He researches strategic change processes, organization development, organizational discourse, corporate governance, and other related areas. More information can be found at www.heracleous.org Loizos can be reached at loizos.heracleous@wbs.ac.uk Duncan Angwin is the Sir Roland Smith Professor in Strategic Management at Lancaster University. He earned his PhD from the University of Warwick. He researches strategic practices in M&A and has recently completed a major EU-funded research project on European M&A. He holds a major research award at Said Business School, Oxford University, to study M&A communications practices. Duncan sits on the Advisory Boards of the M&A research centre, Cass Business School and a Grand Ecole business school, Paris and is senior judge for the Management Consulting Association. Duncan has published eight books and fifty journal articles on strategy and M&A. More information can be found at www.duncanangwin.com Duncan can be reached at d.n.angwin@lancaster.ac.uk

Chapter 1: Practicing Strategy: Foundations and Importance SECTION A - PRACTITIONERS Chapter 2: Chief Executive Officers Chapter 3: Chief Strategy Officers (CSOs) Chapter 4: Strategy Teams Chapter 5: Middle Managers Chapter 6: Strategy Consultants SECTION B - PRACTICES Chapter 7: Strategy Tools Chapter 8: Influencing Strategy through Discourse SECTION C - PRAXIS Chapter 9: Strategic Alignment: The ESCO Model Chapter 10: Practicing Strategy across Firms: Insights from M&As Chapter 11: Strategic Ambidexterity: Dealing with Tensions SECTION D - CASE STUDIES Chapter 12: Teaching Strategy using the Strategy-as-Practice approach Chapter 13: Strategic Leadership and Innovation at Apple Inc. Chapter 14: Centrica - Strategizing in Multi-Utility Chapter 15: Narayana Health: Bringing Quality Healthcare to the Masses Chapter 16: A "Reliable" Recovery? Chapter 17: Marconi - When Strategists Hit the Perfect Storm Chapter 18: Lafarge vs. Blue Circle: Practices in a Hostile Takeover Chapter 19: Room for Improvement? Relocating a Business School Chapter 20: Strategy-making 2.0: Strategy Development Process at the Wikimedia Foundation

This is a first: an academically rigorous textbook on the practicalities of strategizing. It will be a vital resource to all teachers and students interested in Strategy-as-Practice. -- Richard Wittington, Professor of Strategy and Millmann Fellow The book provides a step-by-step introduction to Strategy-as-Practice, a discussion of its main components and several exciting case studies. I am sure that both students and teachers will find the book of great value. -- Professor David Seidl, Chair of Organization and Management This is an outstanding strategy text that takes strategists and their work seriously. Students, practitioners and scholars who seek to understand the micro-levels of strategy including practitioners, practices and praxis will find this invaluable reading. -- Patrick Regner, Professor of Strategic Management