Practicing Strategy

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.ukDuncan 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.comDuncan can be reached at d.n.angwin@lancaster.ac.uk

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.

• Chapter 1: Practicing Strategy: Foundations and ImportanceSECTION A - PRACTITIONERSChapter 2: Chief Executive OfficersChapter 3: Chief Strategy Officers (CSOs)Chapter 4: Strategy TeamsChapter 5: Middle ManagersChapter 6: Strategy ConsultantsSECTION B - PRACTICESChapter 7: Strategy ToolsChapter 8: Influencing Strategy through DiscourseSECTION C - PRAXISChapter 9: Strategic Alignment: The ESCO ModelChapter 10: Practicing Strategy across Firms: Insights from M&AsChapter 11: Strategic Ambidexterity: Dealing with TensionsSECTION D - CASE STUDIESChapter 12: Teaching Strategy using the Strategy-as-Practice approachChapter 13: Strategic Leadership and Innovation at Apple Inc.Chapter 14: Centrica - Strategizing in Multi-UtilityChapter 15: Narayana Health: Bringing Quality Healthcare to the MassesChapter 16: A "Reliable" Recovery?Chapter 17: Marconi - When Strategists Hit the Perfect StormChapter 18: Lafarge vs. Blue Circle: Practices in a Hostile TakeoverChapter 19: Room for Improvement? Relocating a Business SchoolChapter 20: Strategy-making 2.0: Strategy Development Process at the Wikimedia Foundation