Brief contents

List of boxes xiv

List of tables xv

Preface xvi

1 Strategic management in perspective: a step in the professionalisation

of management 2

2 Thinking about strategy and organisational change: the implicit

assumptions distinguishing one theory from another 28

Part 1 Systemic ways of thinking about strategy and organisational

dynamics

3 The origins of systems thinking in the Age of Reason 48

4 Thinking in terms of strategic choice: cybernetic systems, cognitivist

and humanistic psychology 66

5 Thinking in terms of organisational learning and knowledge creation:

systems dynamics, cognitivist, humanistic and constructivist psychology 100

6 Thinking in terms of organisational psychodynamics: open systems

and psychoanalytic perspectives 128

7 Thinking about strategy process from a systemic perspective: using a

process to control a process 150

8 A review of systemic ways of thinking about strategy and organisational

dynamics: key challenges for alternative ways of thinking 176

9 Extending and challenging the dominant discourse on organisations:

thinking about participation and practice 202

Part 2 The challenge of complexity to ways of thinking

Part 3 Complex responsive processes as a way of thinking about

10 The complexity sciences: the sciences of uncertainty 238

11 Systemic applications of complexity sciences to organisations: restating

the dominant discourse 266

strategy and organisational dynamics

12 Responsive processes thinking: the interplay of intentions 302

13 The emergence of organisational strategy in local communicative

interaction: complex responsive processes of conversation 338

14 The link between the local communicative interaction of strategising

and the population-wide patterns of strategy 362

15 The emergence of organisational strategy in local communicative

interaction: complex responsive processes of ideology and power relating 388

16 Different modes of articulating patterns of interaction emerging across

organisations: strategy narratives and strategy models 416

17 Complex responsive processes of strategising: acting locally on the

basis of global goals, visions, expectations and intentions for the

‘whole’ organisation over the ‘long-term future’ 456

18 Complex responsive processes: implications for thinking about

organisational dynamics and strategy 486

References 519

Index 545

Strategic Management and Organisational Dynamics, 7th edition

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