Strategy

I love that this book reflects what students want. It is very readable and approachable, and makes complex topics simple to understand.

'We chose Strategy: Theory and Practice because it offers a ‘softer’, more sociological approach to strategy and addresses the issue of corporate scandals in a holistic approach when it comes to decision making'

Unravels the neatness of traditional economics-based views of strategy and replaces them with much needed social, political and organizational lenses. The authors have produced a refreshing book which rightly establishes organization theory at the centre of strategic analysis and practice.

The authors have produced a text that offers a critical overview of strategy in a global context that illuminates the flows of value, not merely over-emphasizing the economic dimension but linking to sociological and bio-medical issues, throughout the world in the context of the enframing social processes that structure and maintain them. Its style is accessible and its detail is authoritative, current and precise so students, professors and general readers will enjoy it. For many university and business school courses it will quickly become the preferred introduction.

A timely book, impressive in its scope, authoritative in its analysis, and wonderfully written. An extremely enjoyable intellectual journey into many of the intricate aspects of strategy. A must read for all serious students of strategy.

This is an excellent textbook that manages to translate the latest strategy knowledge into a form and language that is accessible to students and practitioners alike. A refreshing alternative to the traditional, economics-based strategy textbook!

Stewart Clegg is Professor at the University of Sydney in the School of Project Management and the John Grill Institute for Project Leadership and an Emeritus Professor of the University of Technology Sydney. 

Andrea Whittle is Professor of Management at Newcastle University Business School. Andreas academic interest in strategy started without any plan or intention, like many strategies also emerge. First, in her doctoral research, she became fascinated with the social, political, material and discursive practices through which the group of management consultants she was studying sought to influence the strategic direction of the firm. Since then, she has conducted research on strategic change in a number of organizational settings as well as studying how the strategies of firms are scrutinized by the media and politicians. The common theme in her research is the role of discourse in shaping how people and societies make sense of organizations and the strategies they pursue.

Christos Pitelis is Head of Department of International Business, Professor of International Business and Sustainable Competitiveness, University of Leeds and Life Fellow, Queens College, University of Cambridge.  He is co-editor of the Cambridge Journal of Economics, a member of the Cambridge Political Economy Society and the literary executor of the collected papers of Edith Penrose. He has also coordinated projects, taught, consulted, trained, and designed policies for international organizations, national governments and regions, N...

1. The Context and Emergence of Strategic Thinking 2. Strategy and Competitive Performance 3. Strategy Discovers Uniqueness: The Role of Resources and Knowledge 4. Strategy as Process 5. Strategy as Practice 6. Strategy and Innovation 7. Strategic Decision-Making 8. Politics: Playing the Strategy Game) 9. Financialization, Risk and Accountability 10. Globalization and Strategy