The Palgrave Handbook of Strategy, Change and Transformational Project Leadership

Section 1: Book Introduction -- 1. Introduction: Strategy, change and transformational project leadership -- Section 2: The Strategy Process, Sustainability and People. -- 2. Introduction: The strategy process, sustainability and people -- 3. The beauty of strategic change initiatives: A story about psychological pain and pleasure on the path to greatness -- 4. How can project management help the organisation constructively advance its strategic change agenda? -- 5. Strategic change as wayfinding -- 6. Sustainability and complexity in strategic management: A new methodological perspective and its application in the EU auto industry -- 7. The portfolio hierarchy and the strategically agile organization -- Section 3: The Financial Strategy, Sustainability and People -- 8. Introduction: The financial strategy, sustainability and people -- 9. Towards a sustainable future: Participating in and benefiting from the circular economy -- 10. Strategic management accounting at the environmentally responsible organization -- 11. Organisations’ human, resource and risk tolerance architectures: Realising them through the financial strategy -- Section 4: The Customer Value Creation Strategy, Sustainability and People -- 12. Introduction: The customer value creation strategy, sustainability and people -- 13. Sustainable business models -- 14. Customer value creation at organisations where customers’ customers are customers and their stakeholders are customers too -- 15. Value creation value capture revisited: Resource, entrepreneurial and relational orientations -- Section 5: The Resource Strategy, Sustainability and People -- 16. Introduction: The resource strategy, sustainability and people -- 17. Culture is everything: What are we really trying to do when we transform an organisation? -- 18. Agile processes and the use of discretion as it is needed: Getting the balance right -- 19. Strategic decisions and fundamental skills: The car of the future analogy, AI and the next generations of learning management systems -- 20. Cumulative theory development over 10 years of organisational change case studies: What really matters? -- 21. Strategic talent management -- 22. Transforming the business portfolio: The Interactions and systems that are necessary at large project-based organisations -- Section 6: Non-Market Strategies, Sustainability and People -- 23. Introduction: Non-market strategies, sustainability and people -- 24. The conundrum of a sustainable prosperous future -- 25. Agility and the public sector -- 26. Augmenting employee talents through focused volunteer attraction-retention strategies: An Australian disability services case study -- 27. When every second counts: Implementing disaster relief strategically -- 28. Structuring stakeholder engagement for improving project, operational and strategic effectiveness: A public sector case.