Effective implementation of transformation strategies : how to navigate the strategy and change interface successfully / Angelina Zubac, Danielle Tucker, Ofer Zwikael, Kate Hughes, Shelley Kirkpatrick, editors.
Zubac, Angelina, editor.; Tucker, Danielle, editor.; Zwikael, Ofer, editor.; Hughes, Kate, editor.; Kirkpatrick, Shelley, editor.
2022
HD30.28
Available Online

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Title
Effective implementation of transformation strategies : how to navigate the strategy and change interface successfully / Angelina Zubac, Danielle Tucker, Ofer Zwikael, Kate Hughes, Shelley Kirkpatrick, editors.
ISBN
9789811923364 (electronic bk.)
9811923361 (electronic bk.)
9789811923357
DOI
https://doi.org/10.1007/978-981-19-2336-4
Published
Singapore : Palgrave Macmillan, [2022]
Copyright
©2022
Language
English
Description
1 online resource (xv, 482 pages) : illustrations (some color)
Item Number
10.1007/978-981-19-2336-4 doi
Call Number
HD30.28
Dewey Decimal Classification
658.4/012
Summary
This 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. .
Note
Includes index.
Access Note
Access limited to authorized users.
Source of Description
Online resource; title from PDF title page (SpringerLink, viewed September 30, 2022).
Added Author
Zubac, Angelina, editor.
Tucker, Danielle, editor.
Zwikael, Ofer, editor.
Hughes, Kate, editor.
Kirkpatrick, Shelley, editor.
Available in Other Form
Print version: 9789811923357
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Chapter 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.

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