Strategic Thinking: Leadership and the Management of Change

by John Hendry (Editor)

Strategic Thinking Leadership and the Management of Change Edited by John Hendry University of Cambridge, UK and Gerry Johnson Cranfield School of Management, UK with Julia Newton Cranfield School of Management, UK Published in association with the Strategic Management Society, The Wiley Strategic Management Series aims to illustrate the 'best in global strategic management' for academics, business practitioners and consultants. This book, the first volume in the series, is concerned with the process of strategic management and change. It places emphasis on the way people think about strategy and make sense of their organisational worlds; on organisational learning and adaption; and on the part played in this by leadership. Contributors Chris Bennett R. Thomas Lenz Mary M. Crossan Michael Levenhagen Yves Doz Martha L. Maznevski Jane E. Dutton Lief Melin Tony Eccles Julia Newton Colin Eden Wendy J. Penner Ewan Ferlie Andrew Pettigrew Charles M. Hampden-Turner Joseph F. Porac Kees Van Der Heijden James C. Rush Bo Hellgren Heinz Thanheiser John Hendry Howard Thomas Terry Hildebrand Richard Whipp Gerry Johnson Rod E. White Henry W. Lane Richard Whittington

370 pages, Hardcover

First published January 1, 1994

About the author

John Hendry is a writer, teacher and academic. He has spent much of his career working in and managing business schools and writing about the practice of management and business and financial ethics, but has also had a parallel life as a historian and philosopher of science and a historian of contemporary Britain. His most recent books focus on the art (and joys) of managing, on the ethical problems besetting the financial sector, and on the power and limitations of reason. John is a Fellow of Girton College, University of Cambridge, and an Emeritus Professor at Henley Business School.