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.

Autorentext

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 published five books and 300 journal articles. He is the Associate Editor of the International Journal of Project Management. He has won many awards for his groundbreaking research on benefits management. He is ranked in the top 2% of international business social scientists.

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 contributed chapters on contemporary practice to the book, 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 University s World Top 2% Scientists list.

Emeritus Professor Elizabeth More has published over 85 book chapters and journal articles, such as in the Journal of Leadership in Health Services and Journal of Communication Management. She is a highly-regarded editor, higher education consultant and board member.

Dr Shelley Kirkpatrick has published over 50 scholarly and practitioner-focused articles on leadership and motivation. She co-authored The Government Leader s 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.

Inhalt

.- 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.