This book sheds light on the processes and cognitions used by managers to successfully
implement strategies while navigating the strategy and change interface. It applies the latest
thinking from the resource-based literature in particular the idea that high performing
organisations have become adept at honing and utilising value creating dynamic capabilities.
Key processes and cognitions help organisational leaders sense opportunities and threats as
well as shrewdly seize strategic opportunities to advantageously enhance performance. The book
also adopts an institutional view that is it assumes that organisations must satisfy their
stakeholders while navigating a range of influences including other organisations markets
laws quality standards conventions and cultural norms. This book conceptualises corporate
strategy as an amalgam of four fundamental strategies: the organisation's financial customer
value creation resource and non-market strategies. These strategies address the capital
product and services and resource markets as well as various non-market institutions.
Successfully integrating and implementing these four strategies allow organisations to enable
their employees' multidisciplinary talents. By approaching strategy in this way the book
demonstrates why it is important to monitor changes to the organisation's strategic context and
helps it identify the practices collaborations and projects necessary to achieve spectacular
strategic change.
