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Effective implementation of transformation strategies = how to navigate the strategy and change interface successfully /

Record Type:	Electronic resources : Monograph/item
Title/Author:	Effective implementation of transformation strategies/ edited by Angelina Zubac ... [et al.].
Reminder of title:	how to navigate the strategy and change interface successfully /
other author:	Zubac, Angelina.
Published:	Singapore :Springer Nature Singapore : : 2022.,
Description:	xv, 482 p. :ill. (some col.), digital ;24 cm.
[NT 15003449]:	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.
Contained By:	Springer Nature eBook
Subject:	Business planning. -
Online resource:	https://doi.org/10.1007/978-981-19-2336-4
ISBN:	9789811923364

Effective implementation of transformation strategies = how to navigate the strategy and change interface successfully /
Effective implementation of transformation strategieshow to navigate the strategy and change interface successfully /[electronic resource] :edited by Angelina Zubac ... [et al.]. - Singapore :Springer Nature Singapore :2022. - xv, 482 p. :ill. (some col.), digital ;24 cm.

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.

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.

ISBN: 9789811923364

Standard No.: 10.1007/978-981-19-2336-4doiSubjects--Topical Terms:

602297
Business planning.

LC Class. No.: HD30.28 / .E44 2022

Dewey Class. No.: 658.4012

Effective implementation of transformation strategies = how to navigate the strategy and change interface successfully /
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520 $a 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.
650 0 $a Business planning. $3 602297
650 0 $a Transformational leadership. $3 1974633
650 0 $a Organizational change. $3 516701
650 1 4 $a Management. $3 516664
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