This book sheds light on the processes and cognitions used by managers to successfully implement strategies while navigating the strategy and change interface.It applies the latest thinking from the resourcebased literature in particular the idea that high performing organisations have become adept at honing and utilising value creating dynamic capabilities. Key processes and cognitions help organisational leaders sense opportunities and threats as well as shrewdly seize strategic opportunities to advantageously enhance performance. The book also adopts an institutional view that is it assumes that organisations must satisfy their stakeholders while navigating a range of influences including other organisations markets laws quality standards conventions and cultural norms.ampampnbspThis book conceptualises corporate strategy as an amalgam of four fundamental strategies the organisations financial customer value creation resource andampampnbsp nonmarket strategies.