(BQ) Part 1 book "Strategic management and organisational dynamics" has contents: Thinking about strategy and organisational change - The implicit assumptions distinguishing one theory from another; the origins of systems thinking in the age of reason; thinking in terms of organisational psychodynamics - open systems and psychoanalytic perspectives,.and other contents. | RALPH D. STACEY 6th Edition ‘Stacey’s defining strength is his critical approach, which challenges students to make sense of contested knowledge. His passionate interest in the subject is reflected in the dynamic and exciting development of the text and communicated through a remarkably clear writing style.’ Steve Hills, Sheffield Hallam University ‘Strategic Management and Organisational Dynamics is a landmark academic text. As well as continuing to offer a well-argued critique of conventional management wisdom, it provides a unique and authoritative treatise on what is a truly distinctive application of the complexity sciences to organizational leadership and change.’ Chris Rodgers, organizational consultant and author of Informal Coalitions New to this edition: • A new introduction outlining the book’s unique approach and remit. • A new chapter on dominant discourse and what evidence there is for its prescriptions. • A new chapter which blends second order systems thinking and communities of practice with new material on social constructionist approaches and labour process theory. • A focus on what strategic management might mean from the perspective of complex responsive processes. Ralph D. Stacey is Professor of Management at the Business School, University of Hertfordshire. He is a supervisor on the innovative Doctor of Management programme at the University of Hertfordshire and author of a number of books and papers on complexity and organisation. Adrian Stacey Coral Picture © Ocean Picture iStockphoto © 1 RALPH D. STACEY Strategic Management and Organisational Dynamics remains unique amongst strategic management textbooks by taking a refreshingly alternative look at the subject. Stacey challenges the conceptual orthodoxy of planned strategy, focusing instead on the influence of more complex and unstable forces in the development of strategy. Ideal for advanced undergraduate and postgraduate study, this critically detailed
