Adrian Haberberg is Senior Lecturer in Strategic Management at the University of Westminster's Westminster Business School. He has a PhD in Ismorphism in Strategic Decision-Making from CASS Business School. His other research interests include the relationship between organisational resources and competitive advantage and the food retailing and information technology industries. He worked for several years as a corporate planner with Rank Xerox before becoming a management consultant, most recently with Price Waterhouse. His consultancy clients have included the World Bank, the European Commission and a number of major UK corporations and public sector organisations.

Alison Rieple is Professor of Strategic Management at the University of Westminster's Harrow Business School. Her research focuses on the management of design, innovation and change; the politics of organisational change; and innovation-generating structures in creative industries. Professor Rieple's consultancy work has led to her assisting a number of public sector and commercial organisations with change management and business planning. She is widely published in journals such as the Journal of Organizational Behavior, Design Management Review and the Journal of Cultural Economics.

• Part One: Core Concepts


• 1: Strategy and the Organization


• 2: What is Strategic Management?


• Part Two: Assessing Fit and Distinctiveness


• 3: Understanding the Influence of the Environment


• 4: Distinctiveness (1): Competitive Stance


• 5: Distinctiveness (2): Scope, Scale and Diversity


• 6: Distinctiveness (3): The Value Chain


• Part Three: Assessing The Sustainability of Advantage


• 7: The Resource-based View of the Firm


• 8: Architecture, Structure and Culture


• 9: The Management of Complex Organization


• 10: Knowledge, Learning and Innovation


• Part Four: From Strategic Analysis to Strategy Formulation


• 11: Assessing Organizational Performance and Setting Strategic Priorities


• 12: Options and Strategic Methods


• 13: Strategies in Profit-making Contexts


• 14: Strategies in International Contexts


• 15: Strategies Where Profit is Not the Main Objective


• Part Five: Strategy Implementation


• 16: Effecting Organizational Change


• 17: Making Strategy Happen