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"This is the first comprehensive and rigorous, yet accessible text for the Technology and Innovation Management course. Unlike other books, Schilling ́ђةs approach synthesizes the major research in the field, providing students with the knowledge needed to enhance case discussion and analysis. The subject is approached as a strategic process, and as such, is organized to mirror the strategic management process used in most strategy textbooks, progressing from assessing the competitive dynamics of a situation, to strategy formulation, to strategy implementation. As a brief, affordable paperback, it is ideal to package with cases."

"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"