Introduce your students to the latest concepts in strategic thinking with this industry-leading text. Exploring Strategy tackles the biggest issues surrounding the operation, growth, and innovation of organisations. With longer case studies included in the Text & Cases edition your students will gain deeper insight into the manager-way of thinking.

Develop your strategic thinking, tackle real-world challenges and develop the skills to think and behave like a manager. With over a million copies sold worldwide, Exploring Strategy by Whittington, Angwin, Regnér, Johnson, and Scholes is the essential introduction to strategy for managers of today and tomorrow, tackling the hottest and most up-to-date issues regarding the operation of organisations.

The latest 13th edition is renewed and revised according to the latest developments in the field, continuing the exploration surrounding the big questions about organisations:

• How does an organisation prosper today
• How do organisations grow
• How do they innovate and change?
  From entrepreneurial start-ups to multinationals and charities to government agencies, this industry-leading text includes extensive case studies and features to help you get a deeper understanding of the concepts and topics from theory to practice.

This text and cases edition includes a wealth of additional case studies to help you get an even deeper insight into the manager-way of thinking.

New to this edition:

• Think strategically and carry out case analyses and strategy assignments with the new chapter, 'Working with Strategy'
• Gain better insight into the three highlighted core themes : sustainability, non-profits, and digital strategy
• Learn from case studies of well-known global organisations , including Alibaba, Airbnb, Amazon, Alphabet, IKEA, and Uber.
• This Text and Cases version also covers a range of events and organisations such as Siemens, Mars, Formula 1, Glastonbury, and the Indian Premier League.

Autorentext

Richard Whittington MA, MBA, Ph.D. is a Professor of Strategic Management at the Saïd Business School and Millman Fellow at New College, University of Oxford. He is the author of eleven books, including Opening Strategy: Professional Strategists and Practice Change, 1960 to Today (2019), and has previously been Associate Editor of the Strategic Management Journal.

Richard has had full or visiting positions at the Harvard Business School, HEC Paris, Imperial College London, the University of Toulouse, and the University of Warwick. He is active in executive education and consulting internationally.

Duncan Angwin, MA, MPhil, MBA, Ph.D. is Professor in Strategic Management at University College London and Honorary Professor at University of Nottingham. He has authored twelve books, and over fifty refereed articles in journals such as Academy of Management Learning & Education, Administrative Science Quarterly (ASQ), California Management Review, MIT Sloan Management Review, and Organization Studies, and has served on many editorial boards including Journal of Management Studies.

Duncan teaches strategy to executives internationally. He has won more than 10m in research grants and currently focuses on international M&A and strategy practices. Duncan is also an elected council member of the Chartered Association of Business Schools (CABS). See http://www.duncanangwin.com

Patrick Regnér, BSc, MSc, Ph.D., is a Professor of Strategic Management at the Stockholm School of Economics. He has published in leading journals like Strategic Management Journal, Journal of International Business, Human Relations, etc., and serves on several editorial boards including Academy of Management Review, Journal of Management Studies, and Long Range Planning. He has extensive teaching experience on all academic levels at several international institutions. He does executive teaching, consulting, and coaching with managers and organisations worldwide and is a senior advisor at strategy advisory firm Value Formation. His current research focuses on strategy creation and business models.

Gerry Johnson, BA, Ph.D. is an Emeritus Professor of Strategic Management at Lancaster University School of Management. He has also taught at Strathclyde Business School, Cranfield School of Management, Manchester Business School, and Aston University.

Gerry is the author of numerous books and his research has been published in many of the foremost management research journals in the world. He also works with senior management teams on issues of strategy development and strategic change.

Kevan Scholes MA, Ph.D., DMS, CIMgt, FRSA is the Principal Partner of Scholes Associates specialising in Strategic Management. He is also an Emeritus Professor of Strategic Management and formerly Director of the Sheffield Business School, UK, with extensive experience in teaching strategy to undergraduate and postgraduate students both in the UK and abroad.

Kevan has also experience in management development work in private and public sector organisations. He has been an advisor in management development to a number of national bodies and is a Companion of The Chartered Management Institute.

Inhalt
Brief Contents

• Illustrations and Thinking Differently

• List of figures

• List of tables

• Preface

• Exploring Strategy features

• Exploring Strategy Online

• Digital Courseware

• Chapter 1 Introducing strategy

• Chapter 2 Working with strategy Part I The strategic position

• Introduction to Part I

• Chapter 3 Macro-environment analysis

• Chapter 4 Industry and sector analysis

• Chapter 5 Resources and capabilities analysis

• Chapter 6 Purpose and stakeholders

• Chapter 7 Culture and strategy

• Commentary on Part I The strategy lenses Part II Strategic choices

• Introduction to Part II

• Chapter 8 Business strategy and models

• Chapter 9 Corporate strategy

• Chapter 10 International strategy

• Chapter 11 Entrepreneurship and innovation

• Chapter 12 Mergers, acquisitions and alliances

• Commentary on Part II Strategic choices Part III Strategy in action

• Introduction to Part III

• Chapter 13 Evaluating strategies

• Chapter 14 Strategy development processes

• Chapter 15 Implementing strategy

• Chapter 16 Leadership and strategic change

• Chapter 17 The practice of strategy

• Commentary on Part III Strategy in action Case Studies

• Glossary

• Name index

• General index

• Acknowledgements