PART ONE: ORIGINAL CONCEPTS OF STRATEGIC MANAGEMENT AND THE EVOLUTION OF MANAGEMENT SYSTEMS
Chapter 1 Epistemological Underpinnings & Original Concepts of Strategic Management
Chapter 2 Why make Strategy Explicit?
Chapter 3 Evolution of Management Systems
Chapter 4 From Strategic Planning to Strategic Management
Chapter 5 Modes of Strategic Behavior
PART TWO: PLANNING STRATEGIC POSTURE
Chapter 6 Strategic Diagnosis
Chapter 7 Concept of Organizational Capability
Chapter 8 Diagnosing Future General Management Capability
Chapter 9 Competitive Posture Analysis in Turbulent Environments
Chapter 10 Dispersed Positioning in Competitive Analysis
Chapter 11 Optimizing the Strategic Portfolio
Chapter 12 Strategic Dimensions of Technology
Chapter 13 Societal Strategy for the Business Firm
Chapter 14 Strategic Dimensions of Internationalization
PART THREE: MANAGERS, SYSTEMS, STRUCTURE Chapter 15 General Managers for Diversified Firms
Chapter 16 Selecting a Management System to Fit the Firm
Chapter 17 Designing the Firm's Structure
PART FOUR: REAL-TIME STRATEGIC RESPONSE
Chapter 18 Management Response to Surprising Changes
Chapter 19 Strategic Issue Management
Chapter 20 Using Weak Signals
PART FIVE: MANAGING STRATEGIC CHANGE
Chapter 21 Behavioral Resistance to Change
Chapter 22 Systemic Resistance
Chapter 23 Alternative Methods for Managing a Discontinuous Change
Chapter 24 Managed Resistance ('Accordion') Method for Introducing a Discontinuous Change
Chapter 25 Institutionalizing Strategic Responsiveness
H. Igor Ansoff (1918-2002) was an applied mathematician and business manager. He is well known as the pioneer and father of Strategic Management. Ansoff studied at Brown University, where he received his Doctorate. He joined UCLA in the Senior Executive Program. Ansoff was a distinguished professor at United States International University (now Alliant International University) for 17 years, where his work in strategic management research is still continued by several institutes. During his career he consulted with many multinational corporations including Philips, General Electric, Gulf, IBM, Sterling and Westinghouse. Ansoff was the first management guru to recognize the need for strategic planning for firms operating in an increasingly complex and turbulent business environment.
Daniel Kipley is Professor of Strategy at Azusa Pacific, USA.
A.O. Lewis is Professor of Management at National University, USA.
Roxanne Helm-Stevens is Chair and Professor in the Department of Management at Azusa Pacific, USA.
Rick Ansoff is Associate Professor in Statistics, Measurement, Research Methods, and General and Personality Psychology at Alliant International University, USA.
