Strategies for Cultural Change develops a conceptual framework for thinking about cultural change. Starting with a discussion of the vocabulary (the concepts) of cultural change, the book moves on to the grammar (the thinking structures), and finally the ""oral"" practice (the applications) of cultural change in the organizational setting. Four main questions are addressed: Why change culture? Is planned cultural change possible? What kind of cultural change is envisaged? How does cultural change occur? The book contains 14 chapters organized into two parts. Part One examines the different types of cultural change strategy in some depth. ""Developmental"" and ""transformational"" strategies are then brought together into a single conceptual framework for cultural change. Part Two shifts from strategy to implementation; from thinking frameworks to frameworks for action. It begins by surveying current practice and examines the various, often strikingly different, ways in which people seek to effect cultural change in their organizations. Accounts are presented based both on the author's own first-hand experiences of working with private and public sector companies on cultural change programs, and on an extensive review of the available literature.

For more than a decade, international troops have been deployed to Afghanistan. Out of all NATO members, this mission was the most difficult for Germany that had thus far never engaged in combat and offensive military activities. This book analyses how Germany's experiences in Afghanistan have changed the country's strategic culture.

Find out how bold actions by visionary leaders can inspire powerful stories that drive culture change. Data indicates that most strategic efforts to change a company's culture fail. So how do companies succeed in this endeavor? A top strategy professor and two highly successful CEOs found that, in companies that had successfully changed their culture, leaders had taken dramatic actions that embodied the new cultural values. These actions inspired stories that became company legends, repeated in every department and handed on to new employees. Through compiling and analyzing 150 stories from business leaders who have achieved change, they identified 6 attributes that every successful culture change story has in common: 1. The actions are authentic 2. They revolve around the CEO 3. They signal a clean break with the past, and a clear path to the future 4. They appeal to employee heads and hearts 5. They're often theatrical or dramatic 6. They're told, and re-told, throughout the organization With extensive and inspiring examples of stories containing these attributes, the authors illustrate how readers can harness the power of stories within their company in order to change or create a winning culture to align with any strategy.

Shows how managers can use the conceptual framework of TPC theory (technical, political, and cultural dynamics) to cope with major strategic reorientation. Raises such fundamental questions about the nature of organizations. What business(es) should we be in? Who should reap what benefits from the organization? What are the values and norms of organizational members? Provides concepts and workable technologies for dealing with these questions and preparing for future change. Includes extensive examples.

The Quest for a European Strategic Culture investigates whether strategic norms and beliefs held in different countries have become more similar since 1989 and explores the implications for the viability of a common European Security and Defence Policy. The empirical evidence emerging from various sources shows some significant changes.

Culture Hacks are the agile instrument to fill the desired corporate culture with life in the daily business routine. They keep the postulated values present and provide the necessary reflection of daily actions. Culture Hacks address the mindset and the concrete behavior, thus making the corporate culture tangible for all employees at every level of the hierarchy. This book is dedicated to this topic, which is increasingly perceived as important. Culture hacks represent an important element in shaping corporate culture. The topic is still relatively new, and the book is the first to present a comprehensive concept for the strategic use of culture hacks. It creates the link between corporate strategies and operational processes. The concept presented is very pragmatic: concrete models, tools, design principles and roadmaps clarify and accompany the implementation in operational practice. The book creates a framework for the targeted and strategic use of culture hacks to optimize corporate culture. The book is aimed at all managers and employees involved in corporate culture. The reader can expect the following content points: What are Culture Hacks? Strategic Hacks - Nudging - Tips & Tricks Irritations and pattern breaks as ways to change behavior Mindset and behavior - addressees of interventions Impulses through and for New Work, Management 3.0 and Agility Culture hacks as a guerrilla strategy Proven design principles - suitable fields of application Personal and organizational maturity levels How they can be integrated into everyday business life Inventory and roadmaps - Drawing from a pool of knowledge Dynamic design of culture hack strategies With digressions on Paradoxical Intervention, Empathy, Psychological safety, mindset and behavior Successful implementation - Do's and Don't's Numerous examples illustrate the procedure

Strategic Management is a core strategy textbook, covering all the major topics particularly from a global perspective. It delivers comprehensive coverage of the subject in an easy-to-read style with extensive examples and a range of free support material that will help you learn actively and effectively. This eighth edition of Strategic Management builds on proven strengths ... · over 70 short case studies to provide easily accessible illustrations of strategy in practice and additional cases available online to provide more in-depth examples of recent strategic decisions involving Sony, Apple and industry sectors · a continuous contrast between prescriptive and emergent views of strategy to highlight the key debates within the discipline · emphasis on practice throughout with features to help you turn theory into practice · major international strategy cases from Europe, Africa, China, India, Middle East and the Americas · clear exploration of the key concepts · comprehensive, logical structure to guide you through this complex subject · Specialist chapters on public/third sector strategy, green strategy and sustainability, entrepreneurial strategy and international and global strategy New for the eighth edition: - Dynamic capabilities and resource renewal explored in a revised and updated chapter - Emergent strategy completely revised in two new chapters, one focusing on innovation, and technology and the other exploring knowledge and learning - New material on innovation and strategy in uncertain environments - Case studies from large and small organisations from Google, Spotify and Cadbury to Snapchat, Uber and green energy companies with 14 new cases and many cases updated This new edition also includes a wealth of free, online, open-access learning resources. Use these materials to enhance and test your knowledge to improve your grades. Online resources include web based cases with indicative answers, chapter based support material, long cases and multiple-choice questions. Richard Lynch is Emeritus Professor of Strategic Management at Middlesex University, London. He is an active researcher, lecturer and consultant, particularly in the area of global strategy and sustainable strategy.

Demystifying Strategy provides you with not only the basic strategic tools and techniques but also a thorough understanding of the entire process of strategic thinking and management. Using tips, guidelines and exercises it helps you to assess your own strategic mind and covers key topics such as: the different perspectives on strategy, economic analysis, dynamic competitive positioning, designing and evaluating options, implementation, managing the strategy process and how to nurture your strategic mind. Aimed at executives, entrepreneurs and also students of management, it enables you to assess the teaching of strategy 'gurus', construct your own strategy audit and challenge thinking styles by assessing the cognitive processes involved in developing successful strategies.

First published in 2001. Routledge is an imprint of Taylor & Francis, an informa company.

Organizational change impacts upon all organizations regardless of size and sector. In this unique organizational change textbook, important ongoing debates about managing change and leading change are combined, giving a broader perspective that encourages readers to engage with both management and leadership. In combination, management and leadership insights inform how organizations are changing and how we can make a positive difference in such processes of change. Managing and Leading Organizational Change speaks both to the applied and practical aspects of organizational change, as well as questioning the research and evidence base of organizational change practices. Chapters begin with real-world insights, followed by coverage of the major theories. The ongoing nature of these debates is signposted through the inclusion of questioning sections with research case studies showcased. This textbook will be particularly beneficial for final year undergraduates and postgraduates studying organizational change, strategic change, change management and change leadership modules.