Chapter

Strategic Change: Intelligent Adaptation

James A. Phills

in Integrating Mission and Strategy for Nonprofit Organizations

Published in print August 2005 | ISBN: 9780195171280
Published online October 2011 | e-ISBN: 9780199850327 | DOI: http://dx.doi.org/10.1093/acprof:oso/9780195171280.003.0008
Strategic Change: Intelligent Adaptation

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This chapter describes the challenge of strategic change, whether internally or externally driven. In particular, a meta-framework that identifies three specific types of knowledge necessary for leading the process of intelligent strategic adaptation: a theory of organizational performance, a theory of change, and a theory of intervention, is reported. The basic types of skills and knowledge that leaders need if they are to be effective agents of strategic change are also examined. The Dashman Company is used as a case study that shows the three generic categories of skill and knowledge.

Keywords: strategic change; intelligent strategic adaptation; theory of organizational performance; theory of change; theory of intervention; Dashman Company; skill; knowledge

Chapter.  6672 words. 

Subjects: Business Strategy

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