Strategic Management and Organisational Dynamics
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Strategic Management and Organisational Dynamics

Strategic Management and Organisational Dynamics


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About the Book

Table of Contents:
1 Strategic management in perspective: A step in the professionalization of management 2 Thinking about strategy and organisational change: The implicit assumptions distinguishing one theory from another Part One SYSTEMIC WAYS OF THINKING ABOUT STRATEGY AND ORGANISATIONAL DYDNAMICS 3 The origins of systems thinking in the age of reason 4 Thinking in terms of strategic choice: cybernetic systems, cognitivist and humanistic psychology 5 Thinking in terms of organisational learning and knowledge creation: systems dynamics, cognitivist, humanistic and constructivist psychology 6 Thinking in terms of organisational psychodynamics: open systems and psychoanalytic perspectives 7 Thinking about strategy process from a systemic perspective: using a process to control a process 8 A review of systemic ways of thinking about strategy and organisational dynamics 9 Extending and challenging the dominant discourse on organisations: thinking about participation and practice Part Two THE CHALLENGE OF COMPLEXITY TO WAYS OF THINKING 10 The complexity sciences: the sciences of uncertainty 11 Systemic applications of complexity sciences to organisations: restating the dominant discourse Part Three COMPLEX RESPONSIVE PROCESSES AS A WAY OF THINKING ABOUT STRATEGY AND ORGANISATIONAL DYNAMICS 12 Responsive processes thinking: the interplay of intentions 13 The emergence of organisational strategy in local communicative interaction: complex responsive processes of conversation 14 The link between the local communicative interaction of strategising and the population-wide patterns of strategy 15 The emergence of organisational strategy in local communicative interaction: complex responsive processes of ideology and power relating 16 Different modes of articulating patterns of interaction emerging across organisations: strategy narratives and models 17 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

About the Author :
Ralph Stacey is Professor of Management at the Business School, University of Hertfordshire. He is the director of the Complexity and Management Centre at the University of Hertfordshire and author of a number of books and papers on complexity and organisations.


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Product Details
  • ISBN-13: 9780273708117
  • Publisher: Prentice Hall
  • Publisher Imprint: PRENTICE HALL
  • Height: 246 mm
  • No of Pages: 496
  • Spine Width: 25 mm
  • Width: 194 mm
  • ISBN-10: 0273708112
  • Publisher Date: 05 Jan 2007
  • Binding: Paperback
  • Language: English
  • Returnable: N
  • Weight: 946 gr


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