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The article analyses some of the reasons for the difficulties in designing and managing channels of distribution. In particular it argues that an important dilemma likely to be faced by channel managers is the potential conflict between maintaining stable channel relationships whilst seeking to take advantage of channel opportunities.

The tendency for intended strategies to lead to unintended consequences is well documented. This longitudinal, real-time analysis of planned change implementation provides an explanation for this phenomenon. We focus on the social processes of interaction between middle managers as change recipients as they try to make sense of the change interventions. We show the extent to which lateral, informal processes of inter-recipient sensemaking contribute to both intended and unintended change outcomes, and therefore the unpredictable, emergent nature of strategic change. The findings raise the issue of the extent to which it is possible to manage evolving recipient interpretations during change implementation.

Cognitive mapping techniques refer to methods used to elicit the structure and content of people's mental models. There is a growing interest in applying these techniques to the study of managers' mental models of strategic management issues. This paper reports on a new method for mapping managers' mental models of competitive industry structures, that is based upon recent developments in the cognitive psychology of the categorization of concepts. This method, a simple visual card sorting technique, is quick to administer and interpret. The method is evaluated with respect to its psychometric properties against the well established, but potentially cumbersome, repertory grid technique. The method is demonstrated to have good validity by comparing it with the repertory grid technique.

Despite the widespread use of strategy workshops in organizations, few empirical studie examine this phenomenon. The limited research that exists also lacks a theoretical basi for explaining why some workshops achieve their espoused purpose while others do not We offer a theoretical model of strategy workshop dynamics and outcomes by drawin on theories of ritual and ritualization. Our central argument is that variations in charac teristics of ritualization such as the degree of removal, the use of liturgy and the role o specialists influence behavioural dynamics within workshops and thereby the extent t which their purpose is achieved. This perspective extends research on the episodic natur of strategy development and contributes to a theoretically informed view of strategy practices

Introducing strategy -- The strategic position -- Macro-environment analysis -- Industry and sector analysis -- Resources and capabilities -- Stakeholders and governance -- History and culture -- Commentary the strategy lenses -- Strategic choices -- Business strategy and models -- Corporate strategy and diversification -- International strategy -- Entrepreneurship and innovation -- Mergers, acquisitions and alliances -- Strategy in action -- Evaluating strategies -- Strategy development processes -- Organising and strategy -- Leadership and strategic change -- The practice of strategy -- Commentary on part iii strategy in action -- Case studies -- Glossary -- Index of names -- General index -- Acknowledgements