Michael Gibbert presents a thoughtful theoretical framework allowing readers to
critically think about imaginations related to strategy making. His research is based on a
highly complex case and diversified context allowing us to understand the use of different
theories in an integrated way.’
– Gilbert Probst, World Economic Forum, Geneva, Switzerland
‘Putting imagination center stage in strategy making is a long overdue perspective, one
that can renew the field. Michael Gibbert makes an important contribution through this
integrative framing.’
– Yves Doz, INSEAD, France
‘If you can’t imagine the future of your company, how are you supposed to shape it?
This book helps appreciate and execute imaginative strategy making.’
– Martin Hoegl, WHU Otto Beisheim Graduate School of Management, Germany
Which strategy making approach works best in a crisis? In current literature,
the recommendations oscillate between prediction, control, and practice, but this unique
book focuses specifically on strategy making in a crisis.
In a crisis, the business landscape is neither stable nor predictable, resources
are scarce rather than abundant, customers disappear and shareholders revolt, all of which
can make prediction and control very difficult. Drawing on evidence from philosophy, and
on a multi-year case study of a major multinational, Michael Gibbert points to three
different kinds of imaginations and proposes a three-step model for imaginative strategy
making.
Introducing new topics on this subject, Strategy Making in a Crisis will strongly appeal
to top-level managers, including corporate development departments, and business-unit
level strategy. Postgraduate students will also receive ideas for their own theses, not
only from the content, but also from the approach – which is deductive and integrates
management theories using social science literature – and methodology.
Michael Gibbert, Associate Professor, Bocconi University, Italy
Contents:
1. Introduction
2. Imaginative Strategy Making – Existing Frameworks
3. The Three Imaginations Step by Step
4. The Three Imaginations in Practice
5. Conclusions and Implications References
240 pages, Hardcover
