Strategic Management and Organisational Dynamics

Ralph Stacey is Professor of Management at the Business School, University of Hertfordshire. He is a supervisor on the innovative Doctor of Management programme at the University of Hertfordshire and the author of a number of books and papers on complexity and organisation.Chris Mowles is Professor of Complexity and Management at the Business School, University of Hertfordshire. He is director of, and supervisor on, the innovative Doctor of Management programme at the University of Hertfordshire and the author of two books and a number of papers on complexity and organisation.

• 1 Strategic management in perspective: a step in the professionalization of management2 Thinking about strategy and organisational change: the implicit assumptions distinguishing one theory from another3 The origins of systems thinking in the Age of Reason4 Thinking in terms of strategic choice: cybernetic systems, cognitivist and humanistic psychology5 Thinking in terms of organisational learning and knowledge creation: systems dynamics, cognitivist, humanistic and constructivist psychology6 Thinking in terms of organisational psychodynamics: open systems and psychoanalytic perspectives7 Thinking about strategy process from a systemic perspective: using a process to control a process8 A review of systemic ways of thinking about strategy and organisational dynamics: key challenges for alternative ways of thinking9 Extending and challenging the dominant discourse on organisations: thinking about participation and practice10 The complexity sciences: the sciences of uncertainty11 Systemic applications of complexity sciences to organisations: restating the dominant discourse strategy and organisational dynamics12 Responsive processes thinking: the interplay of intentions13 The emergence of organisational strategy in local communicative interaction: complex responsive processes of conversation14 The link between the local communicative interaction of strategizing and the population-wide patterns of strategy15 The emergence of organisational strategy in local communicative interaction: complex responsive processes of ideology and power relating16 Different modes of articulating patterns of interaction emerging across organisations: strategy narratives and strategy models17 Complex responsive processes of strategising: acting locally on the basis of global goals, visions, expectations and intentions for the ‘whole’ organisation over the ‘long-term future’18 Complex responsive processes: implications for thinking about organisational dynamics and strategy