The Palgrave Handbook of Strategy, Change, and Transformational Project Leadership, which contains 24 edited chapters with contributions from 40 scholars, experts and executives from around the world is now available to preorder and will be available at bookshops and for downloading from university libraries from 1 June 2026. See
https://lnkd.in/gDaQijV6 BOOK'S UNDERLYING PRINCIPLES
•Builds on proven methods for solving strategic problems.
•This book answers the call from business leaders to be provided with more powerful tools, based on empirically derived theories, for making better strategic decisions, given how interconnected and reliant on digital technologies, complex and uncertain the world has become.
•Presents new ways of thinking about strategy, change and transformational project leadership problems.
PANEL SYMPOSIUM AT THE PHILADELPHIA ACADEMY OF MANAGEMENT REVIEW
You can attend the panel symposium at the conference where editors and contributors discuss what was learned from the 24 chapters that was novel. Keep an eye out for schedule details (time, date and location) of when the panel symposium will be held when the conference program is finally released.
EDITORS' INTRODUCTION: Strategy, Change and Transformational Project Leadership
Abstract: This handbook brings together a large body of work and learnings that have accumulated over the last decades on the topic of strategy, change and transformational project leadership. Its aim is to identify new ways of thinking about management problems, and new directions for research and pedagogy, that complement already proven methods in the disciplines of strategic management, change management, and project management. Thus, it answers the calls from business leaders for new theories and decision-making tools to be developed that can be applied in a variety of contexts when making strategic decisions about an organisation's future, given how interconnected and reliant on digital technologies, complex and uncertain the world has become since the middle of the last century. It also answers the calls to identify new ways to conduct multi-discipline research as a means to address these new challenges. Importantly, it develops many frameworks that organisational leaders can use to make more effective strategic, change management, and project management decisions. These frameworks can also be used by researchers to develop more relevant and powerful new theories, putting them in a strong position to educate the next generation of leaders studying management to the highest of standards.
ABOUT THE EDITORS
Dr Angelina Zubac, Strategy Link & King's Own Institute, has published many scholarly and professional articles and book chapters, levering off a 35-year career where she worked as a strategy consultant, manager, board member and academic at over 100 Australian organisations.
Professor Ofer Zwikael, Australian National University, has authored six books and over 300 articles, earning multiple research awards and recognition on Stanford University's list of the world's top 2% of scientists for his pioneering work on project benefits management. He also serves as an Associate Editor of the International Journal of Project Management.
Dr Danielle Tucker, University of Essex, has published many organisational and culture change articles, including in such journals as Human Relations and Journal of Business Ethics. She recently published a book on contemporary practice: Organizational Change Management: Inclusion, Collaboration and Digital Change in Practice.
Professor Zhou (Joe) Jiang, The Royal Melbourne Institute of Technology, is a Department Head and experienced journal editor. He has published over 70 articles in leading management journals and has received many awards for his research in supporting sustainable managerial practices and career well-being. He is named in Stanford University's World Top 2% Scientists list.
Emeritus Professor Elizabeth More, Tertiary Education Quality and Standards Agency (TEQSA), has published numerous chapters and articles, such as in the Journal of Leadership in Health Services and Journal of Communication Management. She is a respected editor, board member and TEQSA Commissioner.
Dr Shelley Kirkpatrick, The MITRE Corporation, has published over 50 scholarly and practitioner-focused articles on leadership and motivation. She co-authored The Government Leader's Field Guide to Organizational Agility. Her first book Build a Better Vision Statement: Extending Research with Practical Advice helped many leaders develop winning vision statements.