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Integrating Mission and Strategy for Nonprofit Organizations$
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James A. Phills Jr.

Print publication date: 2005

Print ISBN-13: 9780195171280

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780195171280.001.0001

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Strategic Change: Intelligent Adaptation

Strategic Change: Intelligent Adaptation

Chapter:
(p.172) 7 Strategic Change: Intelligent Adaptation
Source:
Integrating Mission and Strategy for Nonprofit Organizations
Author(s):

James A. Phills

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780195171280.003.0008

This chapter describes the challenge of strategic change, whether internally or externally driven. In particular, a meta-framework that identifies three specific types of knowledge necessary for leading the process of intelligent strategic adaptation: a theory of organizational performance, a theory of change, and a theory of intervention, is reported. The basic types of skills and knowledge that leaders need if they are to be effective agents of strategic change are also examined. The Dashman Company is used as a case study that shows the three generic categories of skill and knowledge.

Keywords:   strategic change, intelligent strategic adaptation, theory of organizational performance, theory of change, theory of intervention, Dashman Company, skill, knowledge

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