Making Strategy: The Journey of Strategic Management - Softcover

` Linking theory to details of practice is practically unprecedented in strategy texts. My guess is that once word gets out every OD department in every corporation, government department and large non-profit organization will want a copy, in part because of the link of theory and practice, but also because mapping is clearly a major wave of the future and they are the first to show people exactly how to do it' - John M Bryson, University of Minnesota

`This book is the first on the strategy making process which takes seriously (both theoretically and practically) how people with power in an organization make sense of their world - how cognitive maps and the business of changing them contributes to changing strategic futures' - Karl Weick, University of Michigan

`Rarely does a text on strategy formulation so closely link theory with practice. This text is readable-well organized, beautifully written and illustrated-it can serve as a useful guide as well as a long-term reference source' - Gerry DeSanctis, Duke University

`In the last few decades we have been led astray by airport books with sound-bite steps to strategic success, and elegant but equally unrealistic simplifications from theoreticians. In practice, strategy making is an on-going, messy, incomplete process - as all who do sustained work in organizations know. I highly recommend Making Strategy because it provides both practical and theoretical insights into this complex reality' - Anne Sigismund Huff, University of Colorado

`As a text for use by any lecturer in Strategic Management, it is most accessible with an original and helpful format.' - International Journal of Public-Private Partnerships

It provides a much-needed guide to the strategy-making process by: elaborating the key concepts and theories of strategic management; by illustrating through case vignettes the issues inherent in the process of strategy-making; and by providing extensive and detailed practical guidelines on the methods, techniques and tools employed in the case vignettes.

Key themes explored are: the crucial significance of political feasibility; the role of participation; emphasis on stakeholder management; thinking about alternative futures within the overall process of strategy-making; and using computer support for strategy-making, organizational learning and strategy-delivery.