Strategy: Theory, Practice, Implementation

Part 1 Defining strategy meaning, process, and outcomes
1:Interpreting strategy
2:A process-practice model of strategy
3:Strategic decision-making in organizations
Part 2 Enhance knowledge of context
4:The sustainable strategic organization
5:External environment: macro, industry, and competitive settings
6:Internal environment: resources, capabilities, and activities
Part 3 Debate how to scope, compete, and perform
7:Corporate strategy and structure
8:Strategies for achieving competitive advantage
9:Functional strategy and performance
Part 4 Shape strategy to context and objectives
10:Strategies for growth
11:Innovation, disruption, and digitalization
12:Competing in a globalized world
Part 5 Activate and sustain strategic performance
13:Leading strategic change initiatives
14:Strategic leadership for an ever-changing world

Mikko Arevuo is Senior Lecturer in Strategic Management at Cranfield School of Management. His background includes senior business practitioner experience in global financial services and management consulting; academic scholarship; and university, graduate, and executive-level teaching. His research and teaching interests are in strategy as managerial practice, competitive strategy, senior management and group decision-making processes, and the application of visual methods in organizational research. Mikko has also consulted widely in the public and private sectors including Fortune 500 companies as a facilitator providing evidence-based tools and frameworks to support strategic decision-making processes. A native of Finland, Mikko earned his BA in Economics from The University of Michigan, Ann Arbor, and his MBA and PhD from Cranfield University.

Maureen Meadows is Professor of Strategic Management at the Centre for Business in Society at Coventry University. Formerly with the Open University Business School and Warwick Business School, Maureen's research interests include the use of strategy tools such as scenario planning and visioning by senior managers, and the post-merger integration phase following M&A deals. With a background in mathematics, statistics, and operational research, Maureen has many years' experience of working with 'big data' and customer analytics, both as a practitioner in the financial services sector and as an academic. She has published on the progress and problems experienced by organisations working on strategic projects such as market segmentation, relationship marketing, and customer relationship management.

Dave Mackay is Professor of Strategy at the Strathclyde Business School in Glasgow. Previously he held business management roles in multi-national, SME and entrepreneurial start-up organizations in the UK. He has a continuing research interest in developing understanding of effective strategic management and organisational leadership practices, technologies and knowledge. As a practitioner, Dave has engaged with a wide range of private, public, and charitable organisations, supporting their strategy work and development of implementable, practical outcomes. Dave has taught and consulted internationally in locations including the USA, India, Hong Kong, Malaysia, Singapore, Oman, Bahrain, Jordan, and the UAE.