Exploring Strategy Text & Cases

Develop your strategic thinking and tackle business challenges with confidence.

Exploring Strategy Text & Cases 14e provides the most comprehensive and practical introduction to strategic management, helping you to examine the fundamental questions facing organizations today - how they prosper, grow, innovate, and adapt in an increasingly complex business environment.

Built around a unique three-part framework – Strategic Position, Strategic Choices, and Strategy in Action – the text bridges theory and application through clear explanations, illustrative examples and real-world case studies. Every chapter integrates tried-and-tested learning features which enable you to ‘think differently’ and prepare for success in your studies.

The 14th edition is fully revised and updated to reflect the latest developments in strategy, including how organizations can use Artificial Intelligence in their strategizing and how you can apply these tools effectively and appropriately within your coursework.

As an increasingly vital cross-cutting theme, sustainability topics are also expanded, from environmental analysis to strategy evaluation and implementation.

In addition, there are more real-world connections including 30 new or updated end-of-text case studies from subject matter experts exploring a diverse range of industries around the world. Within chapters, a brand-new running case illustration follows Emilie, a graduate looking to grow her coffee shop business, allowing you to apply key concepts and techniques throughout to deepen understanding.

As a result, this highly trusted and best-selling title continues to be the go-to resource for all those seeking to develop their professional skills and strategic thinking as future managers and leaders.

• Illustrations and Thinking Differently
• List of figures
• List of tables
• Preface
• Exploring Strategy features
• Exploring Strategy Online
• Digital Courseware
• Chapter 1 Introducing strategy
• Chapter 2 Working with strategy

• Introduction to Part I
• Chapter 3 Macro-environment analysis
• Chapter 4 Industry and sector analysis
• Chapter 5 Resources and capabilities analysis
• Chapter 6 Purpose and stakeholders
• Chapter 7 Culture and strategy
• Commentary on Part I The strategy lenses

• Introduction to Part II
• Chapter 8 Business strategy and models
• Chapter 9 Corporate strategy
• Chapter 10 International strategy
• Chapter 11 Entrepreneurship and innovation
• Chapter 12 Mergers, acquisitions and alliances
• Commentary on Part II Strategic choices

• Introduction to Part III
• Chapter 13 Evaluating strategies
• Chapter 14 Strategy development processes
• Chapter 15 Implementing strategy
• Chapter 16 Leadership and strategic change
• Chapter 17 The practice of strategy
• Commentary on Part III Strategy in action

• Glossary
• Name index
• General index
• Acknowledgements

Richard Whittington MA, MBA, PhD is Professor of Strategic Management at the Saïd Business School and Millman Fellow at New College, University of Oxford. He is author of twelve books, including Opening Strategy: Professional Strategists and Practice Change, 1960 to Today (2019), and is a standing Guest Editor at the Strategic Management Journal. He is currently President-elect of the international Strategic Management Society. He has had full or visiting positions at the Harvard Business School, HEC Paris, Imperial College London, the University of Toulouse and the University of Warwick.

Patrick Regnér, BSc, MSc, PhD is Professor of Strategic Management at Stockholm School of Economics where he co-directed the Institute of International Business and currently is the director of the Center for Strategy and Competitiveness. He has published in leading journals like Strategic Management Journal, Journal of International Business, Journal of Management Studies, Human Relations, Harvard Business Review, etc. Patrick has extensive international teaching experience on all academic levels and is committed to strategy practice. He is senior advisor at strategy advisory firm Value Formation and does executive education and consulting with managers and corporations active worldwide. His research is focused on how dissimilar strategy processes and activities shape strategies and performance in distinct ways.

Duncan Angwin, MA, MPhil, MBA, PhD is Professor of Strategic Management, Director of Executive Education and a member of the senior management team at UCL School of Management, University of London, UK. He is an Honorary Professor of the University of Nottingham where he was formerly Dean of the business school and sits on several University Boards, including the University of Toulouse School of Management and a grand école in Paris. Duncan is author of twelve books and has published in leading journals such as Administrative Science Quarterly, California Management Review, Long Range Planning, MIT Sloan Management Review and Organization Studies and is currently associate editor of Long Range Planning. His research focuses upon company growth strategies, and he is the most published scholar in Europe on mergers and acquisitions.

Julia Hautz is Professor of Strategic Management at the University of Innsbruck, Austria. Previously she was visiting scholar at the University of Bath and the University of Oxford. Her work focusing on corporate strategies, innovation management and open strategy processes has been published in Strategic Management Journal, Academy of Management Perspectives, Long Range Planning, Global Strategy Journal, Journal of Strategic Information Systems and others. Julia is currently associate editor of Long Range Planning, has experience in teaching strategic management at all levels and is globally involved in consulting and coaching managers and organisations on open strategy processes.

Gerry Johnson, BA, PhD is Emeritus Professor of Strategic Management at Lancaster University School of Management. He has also taught at Strathclyde Business School, Cranfield School of Management, Manchester Business School and Aston University. He is the author of numerous books, and his research has been published in many of the foremost management research journals in the world. He also worked with senior management teams on issues of strategy development and strategic change.

Kevan Scholes MA, PhD, DMS, CIMgt, FRSA is Principal Partner of Scholes Associates – specialising in strategic management. He is also Emeritus Professor of Strategic Management and formerly Director of the Sheffield Business School, UK. He has extensive experience of teaching strategy to undergraduate and postgraduate students inside and outside the UK, as well as of management development work in private and public sector organisations. He has been an advisor on management development to several national bodies and is a Companion of The Chartered Management Institute.