Harry Sminia is Professor of Strategic Management at the University of Strathclyde, UK.

"At last, here is a book that simplifies and demystifies the strategy process. Starting with the primary concepts to in-depth expert analysis, this text is the catalyst that will enable students of all abilities to engage with the strategic management process whilst, concurrently, allowing them to critically evaluate the practical contribution of essential core concepts of the strategy process."Kevin Burt, Senior Lecturer in Strategy, University of Lincoln, UK"The Strategic Manager provides readers with the broad underpinnings of strategic management and useful insights into its practice. By addressing six different theoretical approaches, this book enriches our understanding of what organizations should do not only to perform well, but also to do so consistently. Each chapter contains pertinent examples and ends with a practical case, thereby helping the reader to grasp the theories and concepts discussed in the text."Fernando Muñoz-Bullón, Associate Professor, Department of Business Administration, Universidad Carlos III de Madrid, Spain"Regardless of background – profit, non-profit or public sector – at least one of Sminia’s six approaches to strategy performance and process will resonate with managers’ lived experience both in what matters and how strategy is carried out. The Strategic Manager provides the bridge between practice and theory that encourages critical thinking and broad-ranging debate amongst MBA and other strategy students."Humphrey Bourne, Associate Professor of Management, University of Bristol, UK

• 1 Strategic management basics; 2 Marketing-inspired strategic thinking; Case 2.1. Miele; 3 The industrial organization approach; Case 3.1. Spotify; 4 The resource-based view; Case 4.1. Macy’s; 5 Agency theory and shareholder value; Case 5.1. Judges Scientific; 6 Stakeholders and organizational politics; Case 6.1. Inditex; 7 Institutional theory and organizational culture; Case 7.1. Waymo; 8 Similarities, differences, and underlying assumptions; Case 8.1. De La Rue

Harry Sminia is Professor of Strategic Management at the University of Strathclyde, UK.

"At last, here is a book that simplifies and demystifies the strategy process. Starting with the primary concepts to in-depth expert analysis, this text is the catalyst that will enable students of all abilities to engage with the strategic management process whilst, concurrently, allowing them to critically evaluate the practical contribution of essential core concepts of the strategy process."Kevin Burt, Senior Lecturer in Strategy, University of Lincoln, UK"The Strategic Manager provides readers with the broad underpinnings of strategic management and useful insights into its practice. By addressing six different theoretical approaches, this book enriches our understanding of what organizations should do not only to perform well, but also to do so consistently. Each chapter contains pertinent examples and ends with a practical case, thereby helping the reader to grasp the theories and concepts discussed in the text."Fernando Muñoz-Bullón, Associate Professor, Department of Business Administration, Universidad Carlos III de Madrid, Spain"Regardless of background – profit, non-profit or public sector – at least one of Sminia’s six approaches to strategy performance and process will resonate with managers’ lived experience both in what matters and how strategy is carried out. The Strategic Manager provides the bridge between practice and theory that encourages critical thinking and broad-ranging debate amongst MBA and other strategy students."Humphrey Bourne, Associate Professor of Management, University of Bristol, UK

• 1 Strategic management basics; 2 Marketing-inspired strategic thinking; Case 2.1. Miele; 3 The industrial organization approach; Case 3.1. Spotify; 4 The resource-based view; Case 4.1. Macy’s; 5 Agency theory and shareholder value; Case 5.1. Judges Scientific; 6 Stakeholders and organizational politics; Case 6.1. Inditex; 7 Institutional theory and organizational culture; Case 7.1. Waymo; 8 Similarities, differences, and underlying assumptions; Case 8.1. De La Rue