This handbook presents contemporary research on the topic of strategy, change and transformational project leadership to identify new ways of thinking about management problems, research and pedagogy. The frameworks it develops answers the call from business leaders to be provided with more powerful tools, based on empirically derived theories, for making better strategic decisions, given how interconnected and reliant on digital technologies, complex and uncertain the world has become.
Section 1: Book Introduction.-
1. Introduction: Strategy, change and
transformational project leadership.- Section 2: The Strategy Process,
Sustainability and People..-
2. Introduction: The strategy process,
sustainability and people.-
3. The beauty of strategic change initiatives: A
story about psychological pain and pleasure on the path to greatness.-
4. How
can project management help the organisation constructively advance its
strategic change agenda?.-
5. Strategic change as wayfinding.-
6.
Sustainability and complexity in strategic management: A new methodological
perspective and its application in the EU auto industry.-
7. The portfolio
hierarchy and the strategically agile organization.- Section 3: The Financial
Strategy, Sustainability and People.-
8. Introduction: The financial
strategy, sustainability and people.-
9. Towards a sustainable future:
Participating in and benefiting from the circular economy.-
10. Strategic
management accounting at the environmentally responsible organization.-
11.
Organisations human, resource and risk tolerance architectures: Realising
them through the financial strategy.- Section 4: The Customer Value Creation
Strategy, Sustainability and People.-
12. Introduction: The customer value
creation strategy, sustainability and people.-
13. Sustainable business
models.-
14. Customer value creation at organisations where customers
customers are customers and their stakeholders are customers too.-
15. Value
creation value capture revisited: Resource, entrepreneurial and relational
orientations.- Section 5: The Resource Strategy, Sustainability and People.-
16. Introduction: The resource strategy, sustainability and people.-
17.
Culture is everything: What are we really trying to do when we transform an
organisation?.-
18. Agile processes and the use of discretion as it is
needed: Getting the balance right.-
19. Strategic decisions and fundamental
skills: The car of the future analogy, AI and the next generations of
learning management systems.-
20. Cumulative theory development over 10 years
of organisational change case studies: What really matters?.-
21. Strategic
talent management.-
22. Transforming the business portfolio: The Interactions
and systems that are necessary at large project-based organisations.- Section
6: Non-Market Strategies, Sustainability and People.-
23. Introduction:
Non-market strategies, sustainability and people.-
24. The conundrum of a
sustainable prosperous future.-
25. Agility and the public sector.-
26.
Augmenting employee talents through focused volunteer attraction-retention
strategies: An Australian disability services case study.-
27. When every
second counts: Implementing disaster relief strategically.-
28. Structuring
stakeholder engagement for improving project, operational and strategic
effectiveness: A public sector case.
Dr Angelina Zubac has published many scholarly and professional articles and book chapters, levering off a 35-year career where she worked as a strategy consultant, manager, board member and academic at over 100 Australian organisations.
Professor Ofer Zwikael has authored six books and over 300 articles, earning multiple research awards and recognition on Stanford Universitys list of the worlds top 2% of scientists for his pioneering work on project benefits management. He also serves as an Associate Editor of the International Journal of Project Management.
Dr Danielle Tucker has published many organisational and culture change articles, including in such journals as Human Relations and Journal of Business Ethics. She recently published a book on contemporary practice: Organizational Change Management: Inclusion, Collaboration and Digital Change in Practice.
Professor Zhou (Joe) Jiang is a Department Head and experienced journal editor. He has published over 70 articles in leading management journals and has received many awards for his research in supporting sustainable managerial practices and career well-being. He is named in Stanford Universitys World Top 2% Scientists list.
Emeritus Professor Elizabeth More has published numerous chapters and articles, such as in the Journal of Leadership in Health Services and Journal of Communication Management. She is a respected editor, board member and TEQSA Commissioner.
Dr Shelley Kirkpatrick has published over 50 scholarly and practitioner-focused articles on leadership and motivation. She co-authored The Government Leaders Field Guide to Organizational Agility. Her first book Build a Better Vision Statement: Extending Research with Practical Advice helped many leaders develop winning vision statements.
