Exploring Strategy (Text Only), 13th edition
Published by Pearson (April 26, 2023) © 2023
- Richard Whittington Said Business School, University of Oxford
- Patrick Regnér Stockholm School of Economics
- Duncan Angwin University College London & University of Nottingham
- Gerry Johnson Lancaster University School of Management
- Kevan Scholes Sheffield Hallam University
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Encourage your students to tackle real world-challenges with the latest strategy concepts
Designed to help students think and behave like a manager, Exploring Strategy is an essential introduction to the field for the managers of today and tomorrow.
Support your students' strategic thinking skills.
From entrepreneurial start-ups to multinationals and charities to a range of public sector organisations, this book raises all the big questions about organisations – how they prosper, grow, innovate, and change.
The Text and Cases edition also provides a wealth of extra case studies written by experts to support your teaching further as you guide your students through the Manager-way of thinking. The plethora of examples include Alibaba, Airbnb, Amazon, Alphabet, IKEA, and Uber.
Hallmark Features of this title
Outstanding pedagogical features encourage innovative and critical thinking from theory to practice.
- Each chapter has clear learning outcomes, practical questions, real-life illustrations, and examples for your students to easily apply to what they have learnt.
- You can choose between the Text and Cases version of the book, or the Text-only version if you don't use longer cases (or have your own).
- The Strategy Lenses and commentaries are designed to encourage critical thinking, while the 'Thinking Differently' sections introduce your students to new and distinctive approaches to key issues of the chapter.
- A wide range of Illustrations, Examples, and longer Case Studies (in the T&C version) engage with student interests and day-to-day experience.
Pearson's webinar series "Changing Perspectives": a conversation about the leading themes for strategy.
As part of our webinar series, authors Richard Whittington, Duncan Angwin, and Patrick Regnér spoke about the constantly changing contemporary landscape in strategic management.
The webinar "Three Themes for Strategy", focused on the three areas of development in strategic management – digital transformation, sustainability and non-profit. The authors also discussed about the ways educators can overcome the challenges these areas pose to teaching.
Read our blog post 'Three themes for Strategy: Digital transformation, Sustainability and Non-profit' for more information and watch the YouTube video of the webinar.
New and updated features of this title
Guide your students through the latest developments in strategic thinking from theory to practice.
- Cases and examples: A wide range of fresh and extensively revised Case Examples, Illustrations, and long Case Studies (in the Text and Cases version) engage with student interests and day-to-day experience.
- Fully updated material: we have fully revised all chapters, incorporated new research and updated references so your students can easily access the latest developments in the field.
- Practical guidance and new material: New Chapter 2 introduces students to the fundamental tools of strategic thinking, explains the use of frameworks in strategy, and guides students in case study analysis and presentations.
Teach content with an increased emphasis on the most up-to-date developments in the field.
- A strong focus on non-profits, sustainability, and digital transformation: this edition features three cross-cutting themes reflecting contemporary strategic issues increasingly important and attractive to students.
- An increased appreciation of "non-Western" approaches to strategic issues: we introduce readers to concepts coming from outside the mainstream strategic thinking, such as the Jugaard innovation, ubuntu view on stakeholders, hoshin kanri, and indigenous leadership theories.
Brief Contents
- Illustrations and Thinking Differently
- List of figures
- List of tables
- Preface
- Exploring Strategy features
- Exploring Strategy Online
- Digital Courseware
- Chapter 1 Introducing strategy
- Chapter 2 Working with strategy
Part I The strategic position
- Introduction to Part I
- Chapter 3 Macro-environment analysis
- Chapter 4 Industry and sector analysis
- Chapter 5 Resources and capabilities analysis
- Chapter 6 Purpose and stakeholders
- Chapter 7 Culture and strategy
- Commentary on Part I The strategy lenses
Part II Strategic choices
- Introduction to Part II
- Chapter 8 Business strategy and models
- Chapter 9 Corporate strategy
- Chapter 10 International strategy
- Chapter 11 Entrepreneurship and innovation
- Chapter 12 Mergers, acquisitions and alliances
- Commentary on Part II Strategic choices
Part III Strategy in action
- Introduction to Part III
- Chapter 13 Evaluating strategies
- Chapter 14 Strategy development processes
- Chapter 15 Implementing strategy
- Chapter 16 Leadership and strategic change
- Chapter 17 The practice of strategy
- Commentary on Part III Strategy in action
Case Studies
- Glossary
- Name index
- General index
- Acknowledgements
Richard Whittington MA, MBA, Ph.D. is a Professor of Strategic Management at the Saïd Business School and Millman Fellow at New College, University of Oxford. He is the author of eleven books, including Opening Strategy: Professional Strategists and Practice Change, 1960 to Today (2019), and has previously been Associate Editor of the Strategic Management Journal.
Richard has had full or visiting positions at the Harvard Business School, HEC Paris, Imperial College London, the University of Toulouse, and the University of Warwick. He is active in executive education and consulting internationally.
Duncan Angwin, MA, MPhil, MBA, Ph.D. is Professor in Strategic Management at University College London and Honorary Professor at University of Nottingham. He has authored twelve books, and over fifty refereed articles in journals such as Academy of Management Learning & Education, Administrative Science Quarterly (ASQ), California Management Review, MIT Sloan Management Review, and Organization Studies, and has served on many editorial boards including Journal of Management Studies.
Duncan teaches strategy to executives internationally. He has won more than €10m in research grants and currently focuses on international M&A and strategy practices. Duncan is also an elected council member of the Chartered Association of Business Schools (CABS). See http://www.duncanangwin.com
Patrick Regnér, BSc, MSc, Ph.D., is a Professor of Strategic Management at the Stockholm School of Economics. He has published in leading journals like Strategic Management Journal, Journal of International Business, Human Relations, etc., and serves on several editorial boards including Academy of Management Review, Journal of Management Studies, and Long Range Planning. He has extensive teaching experience on all academic levels at several international institutions. He does executive teaching, consulting, and coaching with managers and organisations worldwide and is a senior advisor at strategy advisory firm Value Formation. His current research focuses on strategy creation and business models.
Gerry Johnson, BA, Ph.D. is an Emeritus Professor of Strategic Management at Lancaster University School of Management. He has also taught at Strathclyde Business School, Cranfield School of Management, Manchester Business School, and Aston University.
Gerry is the author of numerous books and his research has been published in many of the foremost management research journals in the world. He also works with senior management teams on issues of strategy development and strategic change.
Kevan Scholes MA, Ph.D., DMS, CIMgt, FRSA is the Principal Partner of Scholes Associates – specialising in Strategic Management. He is also an Emeritus Professor of Strategic Management and formerly Director of the Sheffield Business School, UK, with extensive experience in teaching strategy to undergraduate and postgraduate students both in the UK and abroad.
Kevan has also experience in management development work in private and public sector organisations. He has been an advisor in management development to a number of national bodies and is a Companion of The Chartered Management Institute.
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