Strategic Management Awareness and Change

John Thompson is Emeritus Professor of Entrepreneurship at the University of Huddersfield and a Visiting Professor of Social Entrepreneurship at Anglia Ruskin University. He has previously been a Visiting Professor in Australia, New Zealand and Finland. He is a member of the Executive Committee of The Case Centre and works with a number of other charities. His published work spans both strategy and entrepreneurship, and in 2009 he received the Queen’s Award for Enterprise Promotion. Jonathan M. Scott is Senior Lecturer in Innovation and Strategy at Waikato Management School, the University of Waikato, Tauranga, New Zealand. He has been a visiting Research Fellow at the University of Turku, Finland. His research interests include access to finance for SMEs, and he has published a number of articles in leading academic journals. Frank Martin was Senior Teaching Fellow in Entrepreneurship in Business and Organization at the University of Stirling.

• Part I. Understanding strategy and strategic management 1. What is strategy and who is involved?2. The business model and the revenue model3. Strategic purposePart II. Analysis and positioning4. The business environment and strategy5. Resource-led strategy6. The dynamics of competitionPart III. Strategy development7. Introducing culture and values8. Creating and formulating strategy: alternatives, evaluationand choice9. Strategic planning10. Strategic leadership and intrapreneurship: towardsvisionary leadership?Part IV. Strategic growth issues11. Strategic control and measuring success12. Strategic growth: domestic and/or international?13. Failure, consolidation and recovery strategiesPart V. Strategy implementation and strategic management 14. Strategy implementation and structure15. Leading change16. Managing strategy in the organization17. The strategically resilient organizationGlossary CreditsIndex