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001449932 001__ 1449932
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001449932 020__ $$a9789811923364$$q(electronic bk.)
001449932 020__ $$a9811923361$$q(electronic bk.)
001449932 020__ $$z9789811923357
001449932 0247_ $$a10.1007/978-981-19-2336-4$$2doi
001449932 035__ $$aSP(OCoLC)1346313590
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001449932 049__ $$aISEA
001449932 050_4 $$aHD30.28
001449932 08204 $$a658.4/012$$223/eng/20220930
001449932 24500 $$aEffective implementation of transformation strategies :$$bhow to navigate the strategy and change interface successfully /$$cAngelina Zubac, Danielle Tucker, Ofer Zwikael, Kate Hughes, Shelley Kirkpatrick, editors.
001449932 264_1 $$aSingapore :$$bPalgrave Macmillan,$$c[2022]
001449932 264_4 $$c©2022
001449932 300__ $$a1 online resource (xv, 482 pages) :$$billustrations (some color)
001449932 336__ $$atext$$btxt$$2rdacontent
001449932 337__ $$acomputer$$bc$$2rdamedia
001449932 338__ $$aonline resource$$bcr$$2rdacarrier
001449932 500__ $$aIncludes index.
001449932 5050_ $$aChapter 1: Introduction: Navigating the Strategy and Change Interface Successfully -- Section 1: The Strategy Process -- Chapter 2: Introduction: The Strategy Process -- Chapter 3: A social context view of strategic cognition: Strategists are highly emotional and interactive Homo sapiens! -- Chapter 4: Implementing strategy and avenues of access: A practice perspective -- Chapter 5: Strategy implementation and organizational change: A complex systems perspective -- Section 2: The Finance Strategy -- Chapter 6: Introduction: The Finance Strategy -- Chapter 7: Implementing a financial strategy: Managing financial capital, investing in people, balancing risk, and developing critical resources -- Chapter 8: An evolution: Turning management accounting into a strategic function -- Section 3: The Customer Value Creation Strategy -- Chapter 9: Introduction: The Customer Value Strategy -- Chapter 10: Business models for sustainability -- Chapter 11: The customer value concept: How best to define and create customer value -- Chapter 12: Strategic processes and mechanisms of value creation and value capture: Some insights from business organizations in Poland -- Section 4: The Resource Strategy -- Chapter 13: Introduction: The Resource Strategy -- Chapter 14: Communicating and shaping strategic change: A CLASS framework -- Chapter 15: A structured approach to project management as a strategic enabling priority -- Chapter 16: Family firms and mergers and acquisitions: The importance of the transfer of trust -- Section 5: Non-Market Strategies -- Chapter 17: Introduction: Non-Market Strategies -- Chapter 18: Towards a strategic change framework for the nonprofit sector: The roll-out of Australia's National Disability Insurance Scheme (NDIS) -- Chapter 19: When everything matters: Non-market strategies, institutions and stakeholders' interests.
001449932 506__ $$aAccess limited to authorized users.
001449932 520__ $$aThis book sheds light on the processes and cognitions used by managers to successfully implement strategies while navigating the strategy and change interface. It applies the latest thinking from the resource-based literature, in particular the idea that high performing organisations have become adept at honing and utilising value creating dynamic capabilities. Key processes and cognitions help organisational leaders sense opportunities and threats as well as shrewdly seize strategic opportunities to advantageously enhance performance. The book also adopts an institutional view; that is, it assumes that organisations must satisfy their stakeholders while navigating a range of influences, including other organisations, markets, laws, quality standards, conventions, and cultural norms. This book conceptualises corporate strategy as an amalgam of four fundamental strategies: the organisation's financial, customer value creation, resource, and non-market strategies. These strategies address the capital, product and services, and resource markets as well as various non-market institutions. Successfully integrating and implementing these four strategies allow organisations to enable their employees' multidisciplinary talents. By approaching strategy in this way, the book demonstrates why it is important to monitor changes to the organisation's strategic context and helps it identify the practices, collaborations, and projects necessary to achieve spectacular strategic change. .
001449932 588__ $$aOnline resource; title from PDF title page (SpringerLink, viewed September 30, 2022).
001449932 650_0 $$aBusiness planning.
001449932 650_0 $$aTransformational leadership.
001449932 650_0 $$aOrganizational change.
001449932 655_0 $$aElectronic books.
001449932 7001_ $$aZubac, Angelina,$$eeditor.
001449932 7001_ $$aTucker, Danielle,$$eeditor.
001449932 7001_ $$aZwikael, Ofer,$$eeditor.
001449932 7001_ $$aHughes, Kate,$$eeditor.
001449932 7001_ $$aKirkpatrick, Shelley,$$eeditor.
001449932 77608 $$iPrint version:$$z9789811923357
001449932 852__ $$bebk
001449932 85640 $$3Springer Nature$$uhttps://univsouthin.idm.oclc.org/login?url=https://link.springer.com/10.1007/978-981-19-2336-4$$zOnline Access$$91397441.1
001449932 909CO $$ooai:library.usi.edu:1449932$$pGLOBAL_SET
001449932 980__ $$aBIB
001449932 980__ $$aEBOOK
001449932 982__ $$aEbook
001449932 983__ $$aOnline
001449932 994__ $$a92$$bISE