Preface, The Nature of Strategy, The Conceptual Framework, The Nature of Change and Its Implications for Decision-Making and Control, Ordinary and Extraordinary Management, Ordinary Management Close to Certainty and Agreement, The Nature of an Organisation's Legitimate System and Its Primary Purpose, The Rational Model of Strategic Management, The Visionary and Ideological Model of Strategic Management, The Results of Using Ordinary Management to Make Long-Term Strategies, Organisational Dynamics, Organisations and Feedback Systems, System Dynamics Far from Equilibrium, Extraordinary Management Far from Certainty and Agreement, The Nature of an Organisation's Shadow System and Its Primary Purpose, Decision-Making and Control Processes Employed in the Shadow System, Extraordinary Management in the Shadow System, Creativity and Tensions Between Legitimate and Shadow Systems, Strategic Management and Organisational Dynamics in Perspective, Index.

Preface, The Nature of Strategy, The Conceptual Framework, The Nature of Change and Its Implications for Decision-Making and Control, Ordinary and Extraordinary Management, Ordinary Management Close to Certainty and Agreement, The Nature of an Organisation's Legitimate System and Its Primary Purpose, The Rational Model of Strategic Management, The Visionary and Ideological Model of Strategic Management, The Results of Using Ordinary Management to Make Long-Term Strategies, Organisational Dynamics, Organisations and Feedback Systems, System Dynamics Far from Equilibrium, Extraordinary Management Far from Certainty and Agreement, The Nature of an Organisation's Shadow System and Its Primary Purpose, Decision-Making and Control Processes Employed in the Shadow System, Extraordinary Management in the Shadow System, Creativity and Tensions Between Legitimate and Shadow Systems, Strategic Management and Organisational Dynamics in Perspective, Index.