The strategic management process: a South African perspective J.A.A. (Kobus) Lazenby, editor.

Includes bibliographical references and index.

Includes bibliographical references and index.

Chapter 1: The strategic management process -- Part 1: Strategic direction and environmental analysis. Chapter 2: Strategic direction -- Chapter 3: Strategy, ethics and social responsibility -- Chapter 4: Risk management and corporate governance -- Chapter 5: Internal environmental analysis -- Chapter 6: External environmental analysis -- Chapter 7: Scenario development -- Part II: Strategy formulation. Chapter 8: Business-level strategies -- Chapter 9: Corporate-level strategies -- Chapter 10: Recovery strategies -- Chapter 11: Strategies in different industry contexts -- Chapter 12: Strategy in the public and not-for profit sector -- Chapter 13: Strategy choice -- Part III: Strategy implementation. Chapter 14: Strategy implementation and change management -- Chapter 15: Components of successful strategy implementation -- Chapter 16: Strategic leadership -- Chapter 17: Strategy and culture -- Part IV: Strategy control and evaluation. Chapter 18: Strategic control and improvement.

The business environment can change at any given time and organisations need to be ready to respond if they want to survive. Strategic management is an important and ongoing process of formulating and implementing strategies that help an organisation position itself optimally and so maintain a competitive advantage that results in profit.The business environment can change at any given time and organisations need to be ready to respond if they want to survive. Strategic management is an important and ongoing process of formulating and implementing strategies that help an organisation position itself optimally and so maintain a competitive advantage that results in profit. It creates harmony between any organisation, big or small, and its environment. The strategic management process: a South African perspective explains strategy in such a way that every reader will understand not only how vital the strategic management process is to any organisation but also exactly what it entails. The strategic management process: a South African perspective follows an understandable and practical approach, making use of numerous figures and "strategy in action" case studies to support the theory. The strategic management process: a South African perspective is aimed at students in strategic management as well as at organisations, from corporate and public companies with management training programmes to small business ventures that are trying to gain a competitive advantage in a cut-throat environment. Kobus Lazenby was an associate professor in the Department of Business Management at the University of the Free State, specialising in strategic management and project management. He has been retired since April 2017. The other contributors lecture in strategic management at various South African universities.

eng.