| Record ID | marc_columbia/Columbia-extract-20221130-006.mrc:30594512:3909 |
| Source | marc_columbia |
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LEADER: 03909mam a22003734a 4500
001 2525956
005 20221012185200.0
008 990702s2000 nyu b 001 0 eng
010 $a 99038846
020 $a027364212X (alk. paper)
035 $a(OCoLC)ocm41834634
035 $9AQK5962CU
035 $a2525956
040 $aDLC$cDLC$dNNC$dOrLoB-B
042 $apcc
050 00 $aHD30.28$b.S663 1999
082 00 $a658.4/012$221
100 1 $aStacey, Ralph D.$0http://id.loc.gov/authorities/names/n91096118
245 10 $aStrategic management and organisational dynamics :$bthe challenge of complexity /$cRalph D. Stacey.
250 $a3rd ed.
260 $aNew York :$bFinancial Times,$c2000.
263 $a9912
300 $axvii, 457 pages ;$c25 cm
336 $atext$btxt$2rdacontent
337 $aunmediated$bn$2rdamedia
504 $aIncludes bibliographical references and index.
505 00 $g1.$tThe nature of strategy and organisational change --$gPt. 1.$tOrthodox perspectives on strategy and organisational dynamics.$g2.$tThe foundations of strategic choice theory: cybernetic systems and cognitivist psychology.$g3.$tStrategic choice: formulating the strategy.$g4.$tStrategic choice: designing the systems to deliver the strategy.$g5.$tStrategic choice: taking account of uncertainty and conflict.$g6.$tStrategic choice: motivation, leadership, politics and culture.$g7.$tReview of strategic choice theory.$g8.$tThe foundations of learning organisation theory: systems dynamics and cognitivism.$g9.$tThe learning organisation.$g10.$tObstacles to strategic choice and organisational learning: open systems and psychoanalytic perspectives.$tCase studies.$g1.$tEnigma Chemicals /$rRalph Stacey.$g2.$tApex Engineering PIc /$rChristine Czyzewska.$g3.$tManaging creativity in the pharmaceutical industry /$rKeith Randle.
505 80 $g4.$tThe cooperative alliance between the Bank of St. Hellier of the UK and Banco Real of Spain /$rDorothea Noble --$gPt. 2.$tTowards radical perspectives on strategic management and organisational dynamics.$g11.$tChaos theory, dissipative structures and synergetics.$g12.$tComplex adaptive systems.$g13.$tHow organisational theorists are using chaos and complexity theory.$g14.$tComplexity: the problem with the notion of the autonomous individual.$g15.$tComplexity: self-organising experience.$g16.$tUnderstanding organisations as complex responsive processes.$g17.$tThe implications of understanding organisations as complex responsive processes.$tManagement narratives.$g1.$tInnovation in a water utility /$rJose Fonseca.$g2.$tThe budget meeting /$rPhil Streatfield.$g3.$tPerformance measurement /$rPhil Streatfield.$g4.$tThe transformation programme /$rTim Teather.$g5.$tConsulting and culture change /$rPatricia Shaw.$g6.$tCulture change at a factory /$rPatricia Shaw.
520 1 $a"Stacey continues to question the view that organisations operate and succeed in relatively stable environments. He argues that in order to succeed in uncertainty and continual change, organisations need to create new perspectives and learn from the chaos within which they operate.".
520 8 $a"This new edition continues to focus on this radically different approach to strategic management. The central tenets of this approach have to do with unpredictability and the limitations of control, and therefore it argues against the rational models of planning and control covered in other strategy textbooks.
520 8 $aThis is done by emphasising the importance of narrative, conversation and learning from one's own experience as the central means by which we can gain understanding and knowledge of strategy in organisations."--BOOK JACKET.
650 0 $aStrategic planning.$0http://id.loc.gov/authorities/subjects/sh85128511
650 0 $aOrganizational behavior.$0http://id.loc.gov/authorities/subjects/sh85095524
852 00 $boff,bus$hHD30.28$i.S663 2000