Introduction: Strategy, Change and Transformational Project Leadership

Angelina Zubac (), Ofer Zwikael (), Danielle Tucker (), Elizabeth More (), Zhou Jiang () and Shelley Kirkpatrick ()
Additional contact information
Angelina Zubac: King’s Own Institute
Ofer Zwikael: Australian National University
Danielle Tucker: University of Essex
Elizabeth More: TEQSA and Flourish Australia
Zhou Jiang: RMIT University
Shelley Kirkpatrick: The MITRE Corporation

Chapter Chapter 1 in The Palgrave Handbook of Strategy, Change and Transformational Project Leadership, 2026, pp 1-44 from Springer

Abstract: 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.

Keywords: Strategic management; Change management; Project management; Strategy; Transformational change; Transformational project leadership; Industry-based view of competition; Resource-based view; Institution-based view; Strategy process; Stakeholders; Dynamic capabilities; Practices; Microfoundations of dynamic capabilities; Portfolio hierarchy; Market strategies; Non-market strategies; Capital markets; Resource markets; Product and service markets; Non-market institutions (search for similar items in EconPapers)
Date: 2026
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DOI: 10.1007/978-981-95-3588-0_1

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