Relevant bibliographies by topics / Strategising

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Strategising'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "Strategising"

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Whittington, Richard, Eamonn Molloy, Michael Mayer, and Anne Smith. "Practices of Strategising/Organising." Long Range Planning 39, no. 6 (December 2006): 615–29. http://dx.doi.org/10.1016/j.lrp.2006.10.004.

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Guhathakurta, Meghna. "Understanding Violence, Strategising Protection." Asian Journal of Social Science 45, no. 6 (2017): 639–65. http://dx.doi.org/10.1163/15685314-04506003.

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Northern Rakhine State in Myanmar is inhabited by a majority Arakanese Muslim population and a minority Rakhine Buddhist population, in a state that is largely Buddhist and authoritarian. The recent history of exclusionary citizenship policies and consequent military operations against Arakanese Muslims, often called Rohingyas, have led them to flee Myanmar and take shelter in Bangladesh. In this study, I examine and review the stereotypes of each of these groups, implicated in the exclusionary nationalist policies of the Myanmar state, and the general hostility expressed towards the refugees by the host community in Bangladesh, with a view to understanding the multi-layered spaces of violence in which they live. The aim of this study is to elucidate protection mechanisms against such violence from the perspectives of refugees themselves. This is done through practices and observations noted by the author while engendering participatory processes among Rohingya refugees as part of a project being implemented by the organisation, Research Initiatives Bangladesh (RIB).
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Vinther Larsen, Mette, and Jørgen Gulddahl Rasmussen. "When unforeseen events become strategic." Journal of Management & Organization 24, no. 2 (May 22, 2017): 209–23. http://dx.doi.org/10.1017/jmo.2017.27.

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AbstractThis article acknowledges that strategising processes revolve around allowing for continual shifts in an uncertain environment to constructively shape the ways in which managers strategise. The research question pursued in this article is: ‘How do unforeseen events shape managerial strategising?’ The theoretical background for this article is inspired by research done within the strategy-as-practice and strategy-in-practice communities and uses concepts such as strategic intent, wayfinding/wayfaring and temporal work to explore how the managers from the small Danish Software Company cooperated with actors in the mining industry. This cooperation was initially perceived as an unforeseen event but, incrementally and retrospectively, it became strategic. The main theoretical and practice-anchored findings draw attention to the roles that unforeseen events can play in shaping strategising. These findings underline the significance of prioritising micro-founded actions carried out contextually by strategists when learning more about the who, what and how of strategising.
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Liewendahl, Helena Elisabeth, and Kristina Heinonen. "Frontline employees’ motivation to align with value propositions." Journal of Business & Industrial Marketing 35, no. 3 (February 13, 2020): 420–36. http://dx.doi.org/10.1108/jbim-02-2019-0084.

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Purpose Customer value creation is dependent on a firm’s capacity to fulfil its brand promises and value propositions. The purpose of this paper is to explore frontline employees’ (FLEs’) motivation to align with value propositions. Design/methodology/approach The paper explores FLEs’ motivation to align with a firm’s value propositions as operationalised brand promises. A longitudinal, three-phase case study was conducted on a business-to-business company in the building and technical trade sector. Findings This study reveals factors that foster and weaken employees’ motivation to align with a firm’s brand promises and value propositions. The findings show that co-activity and authentic, practice-driven promises and value propositions foster FLEs’ motivation to uphold brand promises and value propositions, whereas an objectifying stance and power struggle weaken their motivation. Practical implications The study indicates that a bottom-up approach to strategising is needed and that FLE is to be engaged in traditional managerial domains, such as in developing value propositions. By creating space and agency for FLE in the strategising process, their motivation to align with value propositions is fostered. Four motivational modes are suggested to support bottom-up strategising. Originality/value The paper is unique in its focus on FLEs’ motivation. Developing value propositions traditionally falls within the domain of management strategising, while employees are ascribed the role of enactment. Contrary to the established norm, this paper highlights employees’ active role in strategising and developing value propositions.
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Paul, Justin. "Strategising Future 'banks': Hypothetical Model." Ushus - Journal of Business Management 4, no. 1 (January 10, 2005): 25–31. http://dx.doi.org/10.12725/ujbm.5.4.

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The banking sector is going through a phase of consolidation and restructuring in India. 'Survival of the Fittest' has become a reality in the case of public sector commercial banks, with the opening up of new branches in all districts by new generation banks such as ICICI and HDFC and the Customer Relationship Management (CRM) practices implemented by private and foreign banks.
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Hutaibat, Khaled. "Accounting for strategic management, strategising and power structures in the Jordanian higher education sector." Journal of Accounting & Organizational Change 15, no. 3 (September 2, 2019): 430–52. http://dx.doi.org/10.1108/jaoc-06-2018-0054.

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Purpose The purpose of this paper is to present the findings of a field study, investigating accounting, strategising and accounting for strategic management and power structures in the Jordanian higher education (HE) sector on the basis of Bourdieu’s theory of practice. Design/methodology/approach This paper adopts an interpretive stance, seeking to investigate the perceptions of actors in the field, with regard to accounting, strategising and accounting for strategic management in HE. The adopted methodology is adapted grounded theory, as this study assumes a prior theoretical stance of Bourdieu’s theoretical concepts. Data were collected through participant observation in meetings, at the workplace, interviews and documentation. Findings The main findings of this paper reflect how strategising and accounting in practice manifest themselves in the Jordanian HE sector. Bourdieu’s theory of practice sets the meta-theoretical context of the current study, with field setting the scene, and habitus being represented in the strategising mind-set participants adopt. The mind-set determines how strategic management accounting is perceived and dealt with. Strategic management accounting takes place at varying degrees. The power structures that influence and determine strategising and accounting in support thereof are researched on the basis of Bourdieu’s forms of capital. Different forms of capital matter in the HE sector determined by fields’ doxa. Research limitations/implications The researcher is a part of the field, the Jordanian HE sector; thus, their habitus has been exposed to its characteristics and features. Thus, certain internalised structures and experiences needed to be challenged for this analysis, which was not an easy task. Originality/value This study investigates accounting, strategic management and power structures in HE, and it highlights the different power structures, using Bourdieu’s forms of capital, which offers a great insight into how different cultures approach similar issues.
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Smith, Peter, Yvon Dufour, and Ljiljana Erakovic. "Strategising and the routines of governance." Asia-Pacific Journal of Business Administration 3, no. 2 (September 27, 2011): 149–64. http://dx.doi.org/10.1108/17574321111169830.

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Tomo, Andrea, and Rosanna Spanò. "Strategising identity in the accounting profession:." Meditari Accountancy Research 28, no. 6 (April 18, 2020): 917–49. http://dx.doi.org/10.1108/medar-02-2019-0443.

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Purpose This paper aims to explore how accountants manage the processes of identity (re)construction after identity crisis, resulting from increasing pressures and regulatory requirements, considering both introspective and the extrospective issues. Design/methodology/approach The study drew on an integrated framework drawing on Luigi Pirandello’s views about identity crises and the search for individual coherence and possible representation strategies. It used an ethnographic approach based on photo-elicitation, conversations and documentary sources to explore the identity reconstruction processes of Italian Commercialisti. Findings Several conditions caused an identity crisis among Commercialisti, including regulatory requirements, public administration demands and increasing power of IT providers. Commercialisti reacted to these circumstances by re-constructing their image through strategies designed to impress both themselves and others. Practical implications The paper has implications for the accounting profession in general and in Italy, suggesting that further pressure may result in rapid change efforts among accountants. It provides a broader and more systematic understanding of the threats to the role of accountants and suggests how they can manage complexity to create new opportunities. It also encourages accountants to focus on alternative roles as a possible new strategy that few have tried. Originality/value The paper provides a novel contribution to the understanding of identity crisis issues and related representation strategies in the accounting profession. Unlike past contributions, it made a full assessment of both the dynamics of an identity crisis and the micro-level responses to it, in a new, non-Anglo-Saxon context.
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Shin, Hyun Bang. "Contesting speculative urbanisation and strategising discontents." City 18, no. 4-5 (September 3, 2014): 509–16. http://dx.doi.org/10.1080/13604813.2014.939471.

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Parker, Lee D. "Contemporary University Strategising: The Financial Imperative." Financial Accountability & Management 29, no. 1 (January 7, 2013): 1–25. http://dx.doi.org/10.1111/faam.12000.

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Dissertations / Theses on the topic "Strategising"

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Borgström, Benedikte. "Supply chain strategising : Integration in practice." Doctoral thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Centre of Logistics and Supply Chain Management, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-13074.

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Le, Roux C. A. (Catherine Anne). "Strategising for sustainability : a measurement tool." Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/24535.

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Govender, Neelambal Manival. "The relationship between strategising and ICT adoption." Thesis, University of Pretoria, 2013. http://hdl.handle.net/2263/43552.

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The world in which organisations operate is undergoing radical transformations. Traditional strategy formulating techniques have become continuously more inadequate to develop robust strategies that are sufficiently agile to sustain the longevity of organisations in the modern business environment. Adding to this conundrum is the fact that over the past decade information and communications technology (ICT) has gained prominence as a key contributor that is revolutionising the ICT landscape through the rapid pace of innovative ICT products and the manner in which organisations conduct business in reaction to these ICT innovations. As an ostensible choice, managers are relying on ICT adoption as a means to close the gap that may exist between the organisation and its environment. The challenges facing managers include understanding the critical ICT adoption factors, identifying the priorities placed on ICT adoption factors by different levels of management and determining the factors that influence decision-makers in their selection for ICT adoption. In short, the challenge for managers is understanding the practical dynamics involved in strategising for ICT adoption. Strategy-as-practice (s-as-p) is ideally suited to address this challenge because it focuses on the micro-activities of individuals within organisations and exposes how their daily activities contribute towards strategising. Thus, s-as-p formed the framework for this study’s research. This study focuses on an individual case organisation and produces insight into the strategising activities of ICT adoption. The data-gathering instrument was in the form of an online questionnaire sent to the various levels of management and to individuals fulfilling organisational positions that contribute to decision-making. Three hundred and fifty two (352) respondents completed the questionnaire successfully. This study investigates, applies and tests the ICT adoption factors within the case organisation. This study’s empirical findings indicate that job context, levels of management, qualifications and managerial views all influence management’s ability in strategising for ICT adoption. The study contributes towards the s-as-p body of knowledge in confirming that significant information can be obtained by focusing on the micro-activities of aggregate individuals, and reveals how this information may contribute towards developing robust strategies by empowering decision-makers with an intimate understanding of their organisational operations.
Thesis (PhD)--University of Pretoria, 2013.
gm2015
Business Management
PhD
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Dinkin, David. "'Meta-strategising' : the making of formalised strategy-making." Thesis, University of Oxford, 2008. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.496441.

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Feldmann, Silke A. "Micro strategy and strategising in the financial services industry in Namibia." Thesis, Stellenbosch : University of Stellenbosch, 2009. http://hdl.handle.net/10019.1/4390.

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Thesis (MBA (Business Management))--University of Stellenbosch, 2009.
AFRIKAANSE OPSOMMING: Aangesien dit in praktyk erken word dat strategie ‘n natuurlike komplekse saak is, is die relevante strategiese prosesse en aktiwiteite binne organisasies ondersoek, met die doel van die studie om dieper begrip te verkry van die strategiese rolle wat lei tot die formulering en uitvoering van die strategie. Daar word bevind dat mededingende voordele gevind word uit unieke strategiese prosesse binne die organisasie, wat weer afhanklik is van spesifieke faktore, gedrag, redevoering en kommunikasie, asook op die vlak van verdeelde strategiese verstandhouding binne die organisasie. Die finansiële dienste industrie in Namibië vorm die fokus van hierdie studie. Finansiële dienste maatskappye word geag as gewaagde, hoogs komplekse instansies, as gevolg van die verskeidenheid ontasbare produkte en dienste wat hulle aanbied. Die besigheidsmodelle wat aangewend word, het ontwikkel in hoogs gesofistikeerde prosesstelle wat gewigtige beleggings in tegnologie en besigheidssisteme vereis. Capricorn Investment Holdings (CIH) is as praktyk studie gebruik om ondersoek in te stel na die mikro-strategie en leiding binne die finansiële dienste industrie in Namibië. Vir die rede is die fokus op die bankwese (Bank Windhoek) en versekerings maatskappye (Welwitschia Nammic Versekerings Makelaars en Santam Namibië). Bank Windhoek, Welwitschia Nammic Versekerings Makelaars en Santam Namibië is dogtersmaatskappye van CIH. Daar is baie voordele verbonde aan die ondersoek van die beplanning van die mikro-strategiese perspektief, soos deur beide die dinamiese en die nagevolge van die strategie aksie te beklemtoon, terwyl daar vergunning gemaak word vir ‘n baie beter begrip van die veelvoudige faktore wat die strategiese prosesses beinvloed. Hierdie sluit in sosiale, politieke en ekonomiese samehang waarin strategiese aksie plaasgevind het. Die hoofbevindings van hierdie studie is dat strategiese prosesse minder gestruktureerd is by groepsvlak, as in die dogtersmaatskappye. Die kultuur van die organisie, insluitende die gedrag en optrede van die leiers, bepaal die strategiese dink vermoeë van die werknemers. Verder bewys die bevindings dat strategiese bekwaamheid sterker is by die leierskap vlak en dat bekwame maatskappye waarskynlik meer belanghebbendes sal insluit in die formulering van hul strategie. Die bevindings stel ook voor dat daar ‘n behoefte is om instinktiewe benaderings-praktyke tot die strategie ontwikkeling in te sluit. Ten laaste, formele beplannings prosesse oortref die interaksies waar strategie ontwikkel is, deur informele gesprekke en besprekings.
ENGLISH ABSTRACT: Since it is recognised that strategy-as-a-practice is an inherently complex affair, the relevant strategic processes and activities within organisations were explored, with the purpose of the study being to gain a deeper understanding of the strategising roles that lead to the formulation and implementation of strategy. It was found that competitive advantage comes from unique strategic processes within the organisation, which, in turn, depend on specific actors, behaviours, discourse and communication, as well as on the level of shared strategic understanding within the organisation. The financial services industry in Namibia formed the focus of the study. Financial services companies are regarded as risky, highly complex institutions, because of the mostly intangible products and services they offer. The business models they employ have evolved into highly sophisticated sets of processes that require heavy investments in technology and business systems. Capricorn Investment Holdings (CIH) was used as a case study to examine micro strategy and strategising within the financial services industry in Namibia. Focus was therefore placed on banking (Bank Windhoek) and insurance companies (Welwitschia Nammic Insurance Brokers and Santam Namibia). Bank Windhoek, Welwitschia Nammic Insurance Brokers and Santam Namibia are subsidiary companies of CIH. Examining strategising from the micro strategic perspective has many advantages, such as highlighting both the dynamics and the consequences of strategic action, while allowing for a much richer understanding of the multiple factors that influence strategic processes. These include the social, political and economic contexts within which strategic action has occurred. The main findings of this study are that strategising processes are less structured at group level than within the subsidiary companies. The culture of the organisation, including the behaviours of leaders, determines the strategic thinking capabilities of staff. Moreover, the findings show that strategising capabilities are stronger at leadership level and that mature companies are likely to involve more stakeholders in the formulation of their strategy. The findings also suggest that there is a need to include intuitive approaches in strategy development. Lastly, within CIH formal strategising processes outweigh those interactions where strategy is developed through informal talks and discussions.
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Alberti-Alhtaybat, Larissa von. "Strategic management accounting & the strategising mindset : a grounded theory perspective." Thesis, University of Southampton, 2007. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.441679.

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Stander, Karen. "Management consultant liabilities during the process of assisting organisations with strategising." Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/24648.

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Management consultants experience numerous hindrances to the successful completion of strategy projects. Hindrances create an inability to strategise and are the result of inability preconditions. These preconditions accumulate into liabilities that not only limit the management consultant's ability to earn economic rents, but also that of its clients. Liabilities are rooted in the resource-based view and stem from previously identified liabilities such as the liabilities of newness and legitimacy. The consequences of unmitigated liabilities in the process of strategising are, however, not limited to the loss of economic rents. Unmitigated strategising liabilities will further result in prolonged competitive disadvantage. Combined, these consequences transform the liabilities into a strategic liability for the management consultant's client, which could bring about business failure. While academic literature is full of articles investigating the consultant–client relationship, it remains silent on the liabilities or hindrances faced by management consultants during the strategising process. Considering that these liabilities are effectively costing organisations billions of US dollars; can be regarded as strategic liabilities; have not been investigated by academia; and fall within both Domain H and Domain G of Strategy-as-Practice research that has been earmarked as future directions in this field, it is critical to identify, understand and mitigate the liabilities that consultants are most likely to encounter in the process of assisting organisations with strategising. The primary objectives of the research that informs this dissertation are to:
  • Identify liabilities that consultants face during the strategising process;
  • Determine interrelationships between the relevant liabilities;
  • Identify possible mediating and moderating factors associated with the relevant liabilities;
  • Determine to which extent the relevant liabilities are experienced by consultants;
  • Develop a conceptual framework for mitigating the liabilities
The research that informs this dissertation was undertaken from a Strategy-as-Practice perspective and is presented in three research articles. The first research article is based on research that set out to establish a theoretical baseline for the two subsequent articles. It endeavoured to identify and present a theoretical management consultant liabilities framework through the combination of an integrative literature review procedure and the systems approach. Semi-structured interviews were subsequently conducted to determine the practical relevancy of the theoretical liabilities framework which resulted from the first article. Snowball sampling was used and a saturation point was reached after 17 semi-structured interviews were conducted with practising consultants. The results of this research informed research article two. The research on which this dissertation was based contributes to the accumulation of Strategy-as-Practice knowledge. Used correctly, the resultant framework could reduce the number of management consultants with an inability to strategise successfully.
Dissertation (MCom)--University of Pretoria, 2012.
Business Management
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Boedker, Christina Accounting Australian School of Business UNSW. "Local players and global strategies - the transformative effects of accounting in strategising." Publisher:University of New South Wales. Accounting, 2008. http://handle.unsw.edu.au/1959.4/41519.

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This thesis investigates the agency of accounting in strategising in a global network of practice. It problematises the ostensive tendency to 'black-box' the making of strategy and uses a field study to investigate how accounting makes people 'act' and strategise. Research methods include semi-structured interviews, reviews of business documents, and participant observations. Paper one develops a theoretical frame (Latour, 1986) to discuss the extant accounting-strategy literature. The frame encourages scholars to study accounting-strategy as 'relations' (performative) rather than 'objects' (ostensive) and illustrates how this may be done, also raising research questions to this end. Paper two finds that accounting templates and financial targets translate strategy in three ways, through visualisation, structuring and seduction. It confirms extant literature on surveillance and control, but also shows how financial targets have the power to seduce people and expand activity. Financial targets bring out a sense of adventure in people, an appetite to explore foreign lands and imagine a 'better' future - a sort of play/dream mode, which result in an expansion of activities. Paper three finds that also accounting time, rhythms and routines have agency in strategising. Whilst these invisible actors are hard to see with the human eye, they still 'act'. They stabilise strategy in local sites, yet also give rise to 'tinkering' and 'experimentation', which in turn result in new strategies (some of which come to travel the global network). It also finds that accounting arouses strong emotions in people. Economic incentives are not all; people strategise because of a desire for love and recognition, besides fear of dismissal. Both empirical papers bring out the tension of the agency of accounting. On the one hand, accounting narrows the range of possible options. It enables surveillance from a distance and has the potential to degrade people into an appendix of a process. Yet, on the other hand, accounting encourages reflexivity and sparks imaginations of 'better' futures, thus expanding activity. This study introduces an alternative perspective on accounting controls, one that recognises their 'hooking' power as lying with their 'indefiniteness of being' and their expanding potential.
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Brown, Nancy. "Digital Business Strategising in the context of Regulatory Uncertainty - the case of a Financial Services Provider in South Africa." Master's thesis, Faculty of Commerce, 2021. http://hdl.handle.net/11427/32599.

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With the rise of digital technologies that have disrupted standard business models and created a new level of competition in the market, the need for digital business strategising that shapes the future of organisations and achieves digital transformation is high on the agenda of most firms. The added complexity of uncertainty in the regulatory environment regarding financial products and services, regulation of digital platforms and ongoing financial regulatory changes based on macro-economic turbulence, makes for a complex external environment within which businesses need to effectively compete and achieve performance targets. A qualitative, interpretive case study of a South African based global organisation is undertaken to explore and understand how organisations navigate the macro-environmental landscape while forging a digitally transformed future. The research uses thematic analysis to extract themes in the data collected from both IT and business leaders as they navigate the path of transitioning from traditional to digital business models in the context of regulatory uncertainty. The study provides insight into what is required for firms to achieve digital transformation, and demonstrates the influence that regulatory uncertainty has on the digital business strategising process of a firm. A conceptual model is developed that reflects the key drivers of digital transformation to achieve digital maturity and competitive advantage, and also represents the external influencing factors of regulatory uncertainty. The findings reveal a shift to a more tactical, combined top-down, bottom-up strategising practice with reliance on dynamic capabilities, strong leadership and innovation to overcome challenges of regulatory uncertainty.
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Alhakami, Fawaz. "Strategy and strategising : an examination of sports clubs' privatisation strategy in Saudi Arabia." Thesis, Brunel University, 2014. http://bura.brunel.ac.uk/handle/2438/11341.

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For over a decade, the Saudi government has been actively promoting a privatisation strategy for Saudi sport clubs as part of ongoing wider policies aimed at stimulating the national economy through the privatisation of various economic sectors. Other ‘declared’ underlying objectives of the privatisation plan include reducing direct government spending, diversifying sources of income and increasing efficiency through greater involvement of the private sector. However, despite multi-millions of investments and years of political rhetoric, the progress made to-date has been very limited. This study adopts a theoretical framework based on the three key domains of strategising (i.e. the 3Ps) (e.g. Whittington, 2006; Jarzabkowski and Spee, 2009). Strategising differs from conventional strategy in that it regards strategy work as a pattern in a stream of goal-directed activity (Johnson, Melin, & Whittington, 2003; Jarzabkowski, 2005; Whittington, 2006). The deployment of the strategy-as-practice research agenda is recent and limited in sport management research, and empirical type of studies are noticeably scant. Hence, this study addresses part of this existing gap. On a practical level, the study puts forward policy recommendations towards enhanced understanding of strategising dynamics within sport organisations. Through holistic, embedded multiple-case study research design, comprising a sample of eighteen case studies, this study addresses the relationship between strategy and strategising through all phases of the strategy journey. In particular, the study aims to reveal how strategising practices are manifested in the strategising work around the privatisation of Saudi sport clubs and evaluate the various strategising actors’ roles at macro, meso and micro levels. The main findings are reported along two broad levels, firstly in terms of the three domains of strategising, and secondly with regards to the key patterns of strategising. Consistent with the predictions of theoretical framework, overall findings provide strong evidence for the key role played by the 3Ps and their strong interconnectedness within the overall dynamics of the strategising activity system. The second level of findings documents the dominance of the procedural type of strategising, which is mainly enacted through the widespread use of long-established formal administrative practices that came to typify centralised policymaking in Saudi Arabia. These findings are not surprising and are entirely consistent with existing evidence (for example, Jarzabkowski, 2003; Whittington, 2003) when considering the high levels of ‘embeddedness’ and ‘persistence’ of this type of strategising within the wider functioning and organisational culture of these entities. Hence, various facets of this prevailing situation could be seen as a the major obstacle in the face of any attempt to successfully introduce new ways of organising and strategising within the Saudi sport sector in general, and the sport club privatisation policy in particular.
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Books on the topic "Strategising"

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editor, Ganguli Sreemati, Maulana Abul Kalam Azad Institute of Asian Studies (Kolkata, India), Institute of Foreign Policy Studies (Kolkata, India), and University of Calcutta. Centre for Pakistan and West Asian Studies, eds. Strategising energy: An Asian perspective. Kolkata: Maulana Abul Kalam Azad Institute of Asian Studies, Institute of Foreign Policy Studies, Centre for Pakistan and West Asian Studies, Calcutta University in association with KW Publishers, New Delhi, 2014.

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Middleton, Alia. Communicating and Strategising Leadership in British Elections. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-61067-8.

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Jutta, Weppler, and Ohlen Oliver, eds. E-roadmapping: Digital strategising for the new economy. Houndmills, Basingstoke, Hampshire: Palgrave, 2001.

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Confederation of Indian Industry. Northern Region. Strategising for a competitive manufacturing sector in the Northern Region: A report. New Delhi: Confederation of Indian Industry, Northern Region, 2012.

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Puoskari, Minna. Ministerit strategisina johtajina: Virkamieshaastattelujen raportti strategisesta johtamisesta valtioneuvostossa. Helsinki: Helsingin yliopisto, Yleisen valtio-opin laitos, 2002.

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Ahola, Jyrki. Yrityksen strategiaprosessi: Näkökohtia strategisen johtamisen kehittämiseksi konserniorganisaatiossa. Lappeenranta: Lappeenrannan teknillinen korkeakoulu, 1995.

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Ydinsodan estämisen ongelma: Poliittisia, strategisia ja asevalvontanäkökohtia. Helsinki: Sotatieteen laitos, Strategian toimisto, 1985.

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Luoma, Esko. Yritysten strategisen kokonaiskäyttäytymisen suhde henkilöstön kehittämiseen ja menestymiseen. [Helsinki]: Kauppa- ja teollisuusministeriö, Yrityskehitysosasto, 1994.

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Myyrä, Jarmo. Yhdysvaltain strategisen johtamisja viestintäjärjestelmän kehittymiminen ja tulevaisuuden näkymät. Helsinki: Sotatieteen laitos, Strategian toimisto, 1985.

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Finland. Valtion työmarkkinalaitos. Henkilöstötilinpäätöshankkeen kehittämisryhmä. Haasteena johtamisen laajentaminen valtionhallinnossa: Miten strategisen henkilöstötiedon avulla suunnataan ja henkilöstösuunnittelun avulla toteutetaan liike- ja toimintastrategioita tukevaa henkilöstöjohtamista. Helsinki: Edita, 2005.

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Book chapters on the topic "Strategising"

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Chaston, Ian. "Strategising." In Technological Entrepreneurship, 141–68. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-45850-2_7.

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Harrison, Rosemary, and Joseph Kessels. "Organisational Perspectives: Strategising …" In Human Resource Development in a Knowledge Economy, 20–38. London: Macmillan Education UK, 2004. http://dx.doi.org/10.1007/978-1-137-09765-1_2.

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Marabelli, Marco, and Robert D. Galliers. "Information systems strategising." In The Routledge Companion to Management Information Systems, 202–17. Abingdon, Oxon ; New York, NY : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315619361-16.

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Dahl, Johanna, Sören Kock, and Eva Lena Lundgren Henriksson. "Strategising in Coopetitive Networks." In Extending the Business Network Approach, 249–67. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-137-53765-2_14.

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Galavan, Robert. "Strategising from the Perspective of Global Elites." In Global Elites, 189–99. London: Palgrave Macmillan UK, 2012. http://dx.doi.org/10.1057/9780230362406_12.

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Bornheim, Stefan P., Jutta Weppler, and Oliver Ohlen. "Strategising in the Digital Economy: e-roadmapping." In E-Roadmapping, 42–70. London: Palgrave Macmillan UK, 2001. http://dx.doi.org/10.1057/9780230508446_4.

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Middleton, Alia. "Reporting Leadership." In Communicating and Strategising Leadership in British Elections, 107–47. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-61067-8_5.

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Middleton, Alia. "Towards a Typology." In Communicating and Strategising Leadership in British Elections, 173–99. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-61067-8_7.

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Middleton, Alia. "The Future of the Campaign Trail." In Communicating and Strategising Leadership in British Elections, 201–8. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-61067-8_8.

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Middleton, Alia. "Preaching to the Converted?" In Communicating and Strategising Leadership in British Elections, 55–79. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-61067-8_3.

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Conference papers on the topic "Strategising"

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Holler, Philip, Magnus Jensen, Hannah Lockey, and Michele Albano. "Strategising RoboCup in Real Time with Uppaal Stratego." In 13th International Conference on Agents and Artificial Intelligence. SCITEPRESS - Science and Technology Publications, 2021. http://dx.doi.org/10.5220/0010239602730280.

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