000			02182nam a22002177a 4500
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020			_a9788132106906
082			_a658.4012 _bSAH
100			_aSaha, Biswatosh _91187
245			_aStrategic thinking: explorations around conflict and cooperation
260			_aNew Delhi _bSage Publications India Pvt. Ltd _c2017
300			_a380 p.
365			_aINR _b645.00
520			_aThe Strategist Actor, in order to seek a 'win' and search for power, engages in acts of cooperation, contests and conflicts, shaping organizations, institutions and practices. Strategic Action seeks to secure a governance to preserve or subvert the balance of power in inter-organizational and intra-organizational state of affairs. The conventional portrayal of strategy refers to strategy of a firm or an organization. This book opposes this stance as being seriously limiting and non-reflective of the expanding inter-organizational space for strategic acts. One needs to move away from viewing the firm as the unit of analysis for understanding of strategy. Strategic Thinking provides an interpretation of strategy around an 'actor' rather than an organization. It views strategic action as being executed in a 'milieu' populated by power holders, where the individual strategist actor holds centre stage, and where pursuits are obstructed by the countervailing threats of other power holders. The authors explain that the strategic 'milieu' is an intensely governed set-up where the relations and transactions between the power holders controlling key assets are under the governance of the current set of rules and institutions. The book shows how one can appreciate several contemporary business practices, especially under 'increasing returns', by focusing on the relation between the 'economics' and the 'governance' of an asset. Cooperation, as opposed to deterrence, informs such strategic acts under increasing returns.
650			_aStrategic planning _9291
650			_aCreative thinking _91188
650			_aIndustrial management _9210
700			_aBanerjee, Parthasarathi _91189
942			_2ddc _cBK