Get 12 months FREE access to an interactive eBook when purchasing the paperback* Updated to bring the material in line with the topical and contemporary ideas and debates on or about strategy and catering to students and their diverse learning styles, the second edition is an easy to use tool allowing students to switch from web resources to the print text and back again, opening windows on the world of strategy through cases that are vibrant and engaged, digital links that allow them to explore topics in more detail and video and other media that encourage relating theory to practice. Providing a fresh perspective on strategy from an organizational perspective through a discursive approach featuring key theoretic tenets, this text is also pragmatic and emphasizes the practices of strategy to encourage the reader to be open to a wider set of ideas, with a little more relevance, and with a cooler attitude towards the affordances of the digital world and the possibilities for strategy's futures. The key areas of Strategy take a critical stance in the new edition, and also include areas less evident in conventional strategy texts such as not-for-profit organizations, process theories, globalization, organizational politics and decision-making as well as the futures of strategy. The new edition comes packed with features that encourage readers to engage and relate theory to practice and is complemented by a free Interactive e-book* featuring videos, cases and other relevant links, allowing access on the go and encouraging learning and retention whatever the reading or learning style. Suitable as core reading for undergraduate and postgraduate business management students of strategy and strategic management. *Interactivity only available through Vitalsource eBook included as part of paperback product (ISBN 9781473938458). Access not guaranteed on second-hand copies (as access code may have previously been redeemed).

Author Biography

Stewart Clegg is a prolific publisher of several hundred articles in leading academic journals in strategy, social science, management and organization theory; is also the author and editor of about fifty books, as well as a Fellow of the British Academy of Social Sciences, a Distinguished Fellow of the Australian and New Zealand Academy of Management, a Fellow of the Academy of the Social Sciences in Australia, and the recipient of significant awards from the American Academy of Management for his contributions to management theory and practice. Jochen Schweitzer is Senior Lecturer in Strategy and Director of the MBA in Entrepreneurship at the University of Technology Sydney Business School. He is Research Stream Leader for Strategy and Creativity at the Centre for Management and Organisation Studies (CMOS) and Founder/Director of U.lab, a multidisciplinary innovation hub. Previously he has worked as a Design Thinking Coach, Management Consultant, Production-Planning Engineer and Cultural Program Coordinator. He is a winner of the Strategic Management Societies' Best PhD Paper Award and he was awarded Honourable Mention by the Academy of Management Business Policy and Strategy Division for his dissertation. His research, teaching and consulting focuses on issues of strategy, collaboration, entrepreneurship and innovation with a special interest in design thinking, urban planning and open innovation Andrea Whittle is Professor of Management at Newcastle University Business School and previously Head of the Strategy, Organization and Society Research Group. Before joining Newcastle University in 2013, Andrea held a Chair in Organization Studies at Cardiff University. Andrea started her academic career in Natural Science, then did a PhD in Sociology in the field of Science and Technology Studies and since then has taught Management in Business Schools. Andrea's interest in strategy started without plan or design - much like many strategies themselves emerge. While doing an ethnography of a group of management consultants for her doctoral research, she was fascinated by the social, political, material and discursive processes through which the group tried to shape the firm's strategy agenda, albeit not always successfully. Since then, she has gone on to develop a keen interest in strategy as practice, applying organization theory and social theory to the study of strategizing processes in a range of contexts. Her more recent work has included longitudinal ethnographic research on a strategy project team in a Multinational Corporation and work on how top managers account for their strategic decisions following crises and scandals. Central to all her work is a concern for understanding how discourse and power are implicated in all forms of organization - of which strategy is not an exception but an exemplar. Christos Pitelis is Head of Brunel Business School and Professor of Strategy and Sustainable Competitiveness. He co-founded and directed for twenty years the Centre for International Business and Management (CIBAM) at the University of Cambridge, where he is a Life Fellow of Queens' College, and the University of Bath, where he was also a Professor of Sustainable Global Business. He has held visiting appointments among others at the University of California Berkeley; Copenhagen Business School; University of St Petersburg and University of Technology Sydney.