Abstract
Contents: 1 Strategic management in perspective: A step in the professionalization of management 2 Thinking about strategy and organisational change: The implicit assumptions distinguishing one theory from another Part One -- SYSTEMIC WAYS OF THINKING ABOUT STRATEGY AND ORGANISATIONAL DYDNAMICS 3 The origins of systems thinking in the age of reason 4 Thinking in terms of strategic choice: cybernetic systems, cognitivist and humanistic psychology 5 Thinking in terms of organisational learning and knowledge creation: systems dynamics, cognitivist, humanistic and constructivist psychology 6 Thinking in terms of organisational psychodynamics: open systems and psychoanalytic perspectives 7 Thinking about strategy process from a systemic perspective: using a process to control a process 8 A review of systemic ways of thinking about strategy and organisational dynamics 9 Extending and challenging the dominant discourse on organisations: thinking about participation and practice Part Two -- THE CHALLENGE OF COMPLEXITY TO WAYS OF THINKING 10 The complexity sciences: the sciences of uncertainty 11 Systemic applications of complexity sciences to organisations: restating the dominant discourse Part Three -- COMPLEX RESPONSIVE PROCESSES AS A WAY OF THINKING ABOUT STRATEGY AND ORGANISATIONAL DYNAMICS 12 Responsive processes thinking: the interplay of intentions 13 The emergence of organisational strategy in local communicative interaction: complex responsive processes of conversation 14 The link between the local communicative interaction of strategising and the population-wide patterns of strategy 15 The emergence of organisational strategy in local communicative interaction: complex responsive processes of ideology and power relating 16 Different modes of articulating patterns of interaction emerging across organisations: strategy narratives and models 17 Complex responsive processes of strategising: acting locally on the basis of global goals, visions, expectations and intentions for the 'whole' organisation over the 'long term future' 18 Complex responsive processes: implications for thinking about organisational dynamics and strateg
