The aim of this series is to provide managers with books on strategy, strategic management and strategic change, which are helpful, practical, and provide guidance for the application of sound concepts in real situations.
In the mid-1960s when the subject of planning began to emerge, the whole literature could have been listed on one or two sheets of paper. It was easy to decide which books to read, because so few were available. This state of alfairs changed rapidly, and the scope of the subject has moved from a focus on formal planning to a broader view which merges with the literature of leadership, change management, strategic analysis and organization. Modern writing sees the organization and its strategies in an integrated way, and there are many, often conflicting, theories about the 'right way' to formulate strategies and practice strategic management.
Management does not take an academic interest in theories, but is concerned about what works best in the situation in which it operates. Hence this series. Each book is conceptually sound, and gives proper acknowledgement to the originators of concepts and ideas, but the emphasis is on using the concepts or methods, rather than academic argument.
Business school faculty and students are also concerned with the application of theories and will find much in these books to supplement the more academic texts.
In this series the aim is to give readers clear guidance on how to make the subject of the book work in their own situation, while at the same time taking care to ensure that the books do not oversim-