Considering strategy as something an organization has and which its members do, the new 2nd edition deals with a selection of topics that have been central in recent academic debates in the strategy-as-practice area.

Chapter 1: Practicing Strategy: Foundations and Importance
SECTION A - PRACTITIONERS
Chapter 2: Chief Executive Officers
Chapter 3: Chief Strategy Officers (CSOs)
Chapter 4: Strategy Teams
Chapter 5: Middle Managers
Chapter 6: Strategy Consultants
SECTION B - PRACTICES
Chapter 7: Strategy Tools
Chapter 8: Influencing Strategy through Discourse
SECTION C - PRAXIS
Chapter 9: Strategic Alignment: The ESCO Model
Chapter 10: Practicing Strategy across Firms: Insights from M&As
Chapter 11: Strategic Ambidexterity: Dealing with Tensions
SECTION D - CASE STUDIES
Chapter 12: Teaching Strategy using the Strategy-as-Practice approach
Chapter 13: Strategic Leadership and Innovation at Apple Inc.
Chapter 14: Centrica - Strategizing in Multi-Utility
Chapter 15: Narayana Health: Bringing Quality Healthcare to the Masses
Chapter 16: A "Reliable" Recovery?
Chapter 17: Marconi - When Strategists Hit the Perfect Storm
Chapter 18: Lafarge vs. Blue Circle: Practices in a Hostile Takeover
Chapter 19: Room for Improvement? Relocating a Business School
Chapter 20: Strategy-making 2.0: Strategy Development Process at the Wikimedia Foundation

Sotirios Paroutis is Professor of Strategic Management and Head of the Strategy and International Business Group at the Warwick Business School. His research interests lie at the intersections of strategy practices and processes in complex organizational settings in the UK and globally. He uses qualitative and quantitative methods to examine the discursive, cognitive and visual activities organizational actors employ when dealing with strategic tensions.