This book sheds light on the processes and cognitions used by managers to successfully implement strategies while navigating the strategy and change interface. It applies the latest thinking from the resource-based literature, in particular the idea that high performing organisations have become adept at honing and utilising value creating dynamic capabilities. Key processes and cognitions help organisational leaders sense opportunities and threats as well as shrewdly seize strategic opportunities to advantageously enhance performance. The book also adopts an institutional view; that is, it assumes that organisations must satisfy their stakeholders while navigating a range of influences, including other organisations, markets, laws, quality standards, conventions, and cultural norms. This book conceptualises corporate strategy as an amalgam of four fundamental strategies: the organisation's financial, customer value creation, resource, and non-market strategies. These strategies address the capital, product and services, and resource markets as well as various non-market institutions. Successfully integrating and implementing these four strategies allow organisations to enable their employees' multidisciplinary talents. By approaching strategy in this way, the book demonstrates why it is important to monitor changes to the organisation's strategic context and helps it identify the practices, collaborations, and projects necessary to achieve spectacular strategic change.

The successful implementation of knowledge management (KM) initiatives require a level of commitment and preparedness by the organization that is commensurate with the expected results. An organization must be willing to allocate the necessary resources to ensure their readiness to undertake new KM projects. The purpose of this study is to review AFWA's organizational culture and measure its propensity for accepting KM initiatives. The study uses theoretical based constructs to evaluate and assess the organization's people, culture, climate, processes and attitudes as they relate to KM. This research was conducted using semi-structured interviews to elicit respondents' views about KM practices. The study points toward a strong corollary relationship between the organizational environment and its readiness to embrace KM principles.