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Making Great Strategy : Arguing for Organizational Advantage / Glenn R. Carroll, Jesper B. Sørensen.

By: Contributor(s): Material type: TextTextPublisher: New York, NY : Columbia University Press, [2021]Copyright date: ©2021Description: 1 online resource : 23 figures and tablesContent type:
Media type:
Carrier type:
ISBN:
  • 9780231553155
Subject(s): DDC classification:
  • 658.4/012 23
LOC classification:
  • HD30.28 .S6277 2021
Other classification:
  • online - DeGruyter
Online resources:
Contents:
Frontmatter -- CONTENTS -- Preface -- PART I INTRODUCTION -- 1 ARGUING FOR ORGANIZATIONAL ADVANTAGE -- PART II THREE ACTIVITIES FOR MAKING GREAT STRATEGY -- 2 MAPPING STRATEGY -- 3 LOGIC FOR STRATEGY -- 4 ARGUING IN ORGANIZATIONS -- PART III APPLYING STRATEGY ARGUMENTS -- 5 ARGUING ABOUT AN UNCERTAIN FUTURE -- 6 FORMULATING STRATEGY -- 7 COMMUNICATING STRATEGY -- PART IV ARGUING DEEPER -- 8 ELABORATING THE STRATEGY -- 9 PERCEIVED QUALITY STRATEGIES -- PART V CONCLUSION -- 10 THE PILLAR OF STRATEGY -- PART VI APPENDICES -- APPENDIX A: TERMINOLOGY -- APPENDIX B: DISSECTING STRATEGY: A PRIMER -- Notes -- References -- Index
Summary: Making strategy requires undertaking major—often irreversible—decisions aimed at long-term success in an uncertain future. All leaders must formulate a clear course of action, yet many lack confidence in their ability to think systematically about their strategy. They struggle to apply the abstract lessons offered by conventional approaches to strategic analysis to their unique contexts.Making Great Strategy resolves these challenges with a straightforward, readily applicable framework. Jesper B. Sørensen and Glenn R. Carroll show that one factor underlies all sustainably successful strategies: a logically coherent argument that connects resources, capabilities, and environmental conditions to desired outcomes. They introduce a system for formulating and managing strategy through a set of three core activities: visualization, formalization and logic, and constructive argumentation. These activities can be implemented in any organization and are illustrated through examples and case studies from well-known companies such as Apple, Walmart, and The Economist.This book shows that while great strategic thinking is hard, it is not a mystery. Widely applicable and relevant for managers and leaders at all levels, especially executive teams charged with setting the course of their organizations, it is essential reading for anyone faced with practical problems of strategic management.
Holdings
Item type Current library Call number URL Status Notes Barcode
eBook eBook Biblioteca "Angelicum" Pont. Univ. S.Tommaso d'Aquino Nuvola online online - DeGruyter (Browse shelf(Opens below)) Online access Not for loan (Accesso limitato) Accesso per gli utenti autorizzati / Access for authorized users (dgr)9780231553155

Frontmatter -- CONTENTS -- Preface -- PART I INTRODUCTION -- 1 ARGUING FOR ORGANIZATIONAL ADVANTAGE -- PART II THREE ACTIVITIES FOR MAKING GREAT STRATEGY -- 2 MAPPING STRATEGY -- 3 LOGIC FOR STRATEGY -- 4 ARGUING IN ORGANIZATIONS -- PART III APPLYING STRATEGY ARGUMENTS -- 5 ARGUING ABOUT AN UNCERTAIN FUTURE -- 6 FORMULATING STRATEGY -- 7 COMMUNICATING STRATEGY -- PART IV ARGUING DEEPER -- 8 ELABORATING THE STRATEGY -- 9 PERCEIVED QUALITY STRATEGIES -- PART V CONCLUSION -- 10 THE PILLAR OF STRATEGY -- PART VI APPENDICES -- APPENDIX A: TERMINOLOGY -- APPENDIX B: DISSECTING STRATEGY: A PRIMER -- Notes -- References -- Index

restricted access online access with authorization star

http://purl.org/coar/access_right/c_16ec

Making strategy requires undertaking major—often irreversible—decisions aimed at long-term success in an uncertain future. All leaders must formulate a clear course of action, yet many lack confidence in their ability to think systematically about their strategy. They struggle to apply the abstract lessons offered by conventional approaches to strategic analysis to their unique contexts.Making Great Strategy resolves these challenges with a straightforward, readily applicable framework. Jesper B. Sørensen and Glenn R. Carroll show that one factor underlies all sustainably successful strategies: a logically coherent argument that connects resources, capabilities, and environmental conditions to desired outcomes. They introduce a system for formulating and managing strategy through a set of three core activities: visualization, formalization and logic, and constructive argumentation. These activities can be implemented in any organization and are illustrated through examples and case studies from well-known companies such as Apple, Walmart, and The Economist.This book shows that while great strategic thinking is hard, it is not a mystery. Widely applicable and relevant for managers and leaders at all levels, especially executive teams charged with setting the course of their organizations, it is essential reading for anyone faced with practical problems of strategic management.

Mode of access: Internet via World Wide Web.

In English.

Description based on online resource; title from PDF title page (publisher's Web site, viewed 01. Dez 2022)