Strategic Management and Organisational Dynamics The challenge of complexity to ways of thinking about organisations

by Stacey, Ralph.D.

• ISBN13: 9780273725596
• ISBN10: 0273725599
• Edition: 6th
• Format: Paperback
• Copyright: 2011-06-15
• Publisher: Pearson

Summary

A refreshingly alternative look at Strategic Management, focussed on the more complex and unstable forces in the development of strategy.

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