Effective Implementation of Transformation Strategies: How to Navigate the Strategy and Change Interface Successfully

Chapter 1: Introduction: Navigating the Strategy and Change Interface Successfully.- Section 1: The Strategy Process.- Chapter 2: Introduction: The Strategy Process.- Chapter 3: A social context view of strategic cognition: Strategists are highly emotional and interactive Homo sapiens!.- Chapter 4: Implementing strategy and avenues of access: A practice perspective.- Chapter 5: Strategy implementation and organizational change: A complex systems perspective.- Section 2: The Finance Strategy.- Chapter 6: Introduction: The Finance Strategy.- Chapter 7: Implementing a financial strategy: Managing financial capital, investing in people, balancing risk, and developing critical resources.- Chapter 8: An evolution: Turning management accounting into a strategic function.- Section 3: The Customer Value Creation Strategy.- Chapter 9: Introduction: The Customer Value Strategy.- Chapter 10: Business models for sustainability.- Chapter 11: The customer value concept: How best to define and create customer value.- Chapter 12: Strategic processes and mechanisms of value creation and value capture: Some insights from business organizations in Poland.- Section 4: The Resource Strategy.- Chapter 13: Introduction: The Resource Strategy.- Chapter 14: Communicating and shaping strategic change: A CLASS framework.- Chapter 15: A structured approach to project management as a strategic enabling priority.- Chapter 16: Family firms and mergers and acquisitions: The importance of the transfer of trust.- Section 5: Non-Market Strategies.- Chapter 17: Introduction: Non-Market Strategies.- Chapter 18: Towards a strategic change framework for the nonprofit sector: The roll-out of Australia’s National Disability Insurance Scheme (NDIS).- Chapter 19: When everything matters: Non-market strategies, institutions and stakeholders’ interests.

Dr Angelina Zubac, University of Queensland, Brisbane, AustraliaDr Danielle Tucker, University of Essex, Colchester, UKProfessor Ofer Zwikael, Australian National University, Canberra, AustraliaDr Kate Hughes, Technological University Dublin, Dublin, IrelandDr Shelley Kirkpatrick, The MITRE Corporation, McLean VA, USA