`Michael Gibbert presents a thoughtful theoretical framework
allowing readers to critically think about imaginations related to
strategy making. His research is based on a highly complex case and
diversified context allowing us to understand the use of different
theories in an integrated way.' - Gilbert Probst, World Economic
Forum, Geneva, Switzerland `Putting imagination center stage in
strategy making is a long overdue perspective, one that can renew
the field. Michael Gibbert makes an important contribution through
this integrative framing.' - Yves Doz, INSEAD, France `If you can't
imagine the future of your company, how are you supposed to shape
it? This book helps appreciate and execute imaginative strategy
making.' - Martin Hoegl, WHU Otto Beisheim Graduate School of
Management, Germany Which strategy making approach works best in a
crisis? In current literature, the recommendations oscillate
between prediction, control, and practice, but this unique book
focuses specifically on strategy making in a crisis. In a crisis,
the business landscape is neither stable nor predictable, resources
are scarce rather than abundant, customers disappear and
shareholders revolt, all of which can make prediction and control
very difficult. Drawing on evidence from philosophy, and on a
multi-year case study of a major multinational, Michael Gibbert
points to three different kinds of imaginations and proposes a
three-step model for imaginative strategy making. Introducing new
topics on this subject, Strategy Making in a Crisis will strongly
appeal to top-level managers, including corporate development
departments, and business-unit level strategy. Postgraduate
students will also receive ideas for their own theses, not only
from the content, but also from the approach - which is deductive
and integrates management theories using social science literature
- and methodology.
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