Effective Implementation of Transformation Strategies : How to Navigate the Strategy and Change Interface Successfully

edited by Angelina Zubac, Danielle Tucker, Ofer Zwikael, Kate Hughes, Shelley Kirkpatrick

Chapter 1: Introduction: Navigating the Strategy and Change Interface Successfully -- Section 1: The Strategy Process -- Chapter 2: Introduction: The Strategy Process -- Chapter 3: A social context view of strategic cognition: Strategists are highly emotional and interactive Homo sapiens! -- Chapter 4: Implementing strategy and avenues of access: A practice perspective -- Chapter 5: Strategy implementation and organizational change: A complex systems perspective -- Section 2: The Finance Strategy -- Chapter 6: Introduction: The Finance Strategy -- Chapter 7: Implementing a financial strategy: Managing financial capital, investing in people, balancing risk, and developing critical resources -- Chapter 8: An evolution: Turning management accounting into a strategic function -- Section 3: The Customer Value Creation Strategy -- Chapter 9: Introduction: The Customer Value Strategy -- Chapter 10: Business models for sustainability -- Chapter 11: The customer value concept: How best to define and create customer value -- Chapter 12: Strategic processes and mechanisms of value creation and value capture: Some insights from business organizations in Poland -- Section 4: The Resource Strategy -- Chapter 13: Introduction: The Resource Strategy -- Chapter 14: Communicating and shaping strategic change: A CLASS framework -- Chapter 15: A structured approach to project management as a strategic enabling priority -- Chapter 16: Family firms and mergers and acquisitions: The importance of the transfer of trust -- Section 5: Non-Market Strategies -- Chapter 17: Introduction: Non-Market Strategies -- Chapter 18: Towards a strategic change framework for the nonprofit sector: The roll-out of Australia’s National Disability Insurance Scheme (NDIS) -- Chapter 19: When everything matters: Non-market strategies, institutions and stakeholders’ interests.

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Year of publication:	2022
Other Persons:	Zubac, Angelina (ed.) ; Tucker, Danielle A. (ed.) ; Zwikael, Ofer (ed.) ; Hughes, Kate (ed.) ; Kirkpatrick, Shelley A. (ed.)
Publisher:	2022.: Singapore : Springer Nature Singapore 2022.: Singapore : Imprint: Palgrave Macmillan
Subject:	Strategy process in business organisations \| Strategy implementation in business organisations \| Strategy execution in business organisations \| Institutional approach to strategy \| Resource-based view for business organisations \| Institutions-based view for business organisations \| Micro-foundations of dynamic capabilities in businesses \| Finance strategy for businesses \| Customer value creation strategy \| Resource strategy for businesses \| Non-market strategies for businesses \| Change management for organisations \| Organisational change \| Organisational transformation \| Transformation strategy for businesses \| Strategic projects for businesses \| Organisational culture \| Resistance to change within organisations \| Non-profit organisations \| Not-for-profit organisations \| Organisatorischer Wandel \| Organizational change \| Strategisches Management \| Strategic management \| Ressourcenorientierter Ansatz \| Resource-based view \| Unternehmenskultur \| Corporate culture \| Unternehmensorganisation \| Business organization \| Dynamische Kompetenzen \| Dynamic capabilities

Extent:	1 Online-Ressource (XV, 482 p. 54 illus., 30 illus. in color.)
Series:	Springer eBook Collection
Type of publication:	Book / Working Paper
Type of publication (narrower categories):	Aufsatzsammlung
Language:	English
ISBN:	978-981-19-2336-4 ; 978-981-19-2335-7 ; 978-981-19-2337-1 ; 978-981-19-2338-8
Other identifiers:	10.1007/978-981-19-2336-4 [DOI]
Source:	ECONIS - Online Catalogue of the ZBW

Persistent link: https://www.econbiz.de/10013373450