Palgrave Handbook of Strategy, Change and Transformational Project Leadership

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.

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• Teoria e comportamento organizacional
• Estratégia de negócios
• Gestão de projectos
• Gestão das compras e abastecimentos

strategy process;strategy implementation;strategy execution;strategy as wayfinding;institutional approach to strategy;sustainable strategies;resource-based view, institutions-based view;financial strategy;customer value creation strategy;resource strategy;non-market strategies;change management;organisational change;organisational transformation;transformation strategy;strategic projects;project benefits;dynamic capabilities;value chains;organisational culture