Journal of Business Strategy: Volume 29 Issue 2

Vision by design: a reflexive approach to enterprise regeneration

Sydney Finkelstein, Charles Harvey, Thomas Lawton

This paper aims to introduce a strategic visioning method called vision by design and to use the example of Harley‐Davidson's corporate regeneration to illustrate how the method…

Driving renewal: the entrepreneur‐manager

Bala Chakravarthy, Peter Lorange

Strategic renewal requires both a top‐down and bottom‐up effort. Top management sets the broad vision for the firm and specifies the scope and pace of renewal. However, it is the…

Creating an enterprise‐level “green” strategy

Eric G. Olson

Over the past decade, concepts that focus on environmental stewardship have gripped the collective intellect of humankind, challenged our capacity to be self‐aware, and…

Managing pathways to convergence in the life sciences industry

Laura Eselius, Mohan Nimmagadda, Ajit Kambil, R.T. (Terry) Hisey, John Rhodes

Convergence in the life sciences and health care industries – the combining of two or more of drugs, diagnostics and devices to create an improved health care product – is leading…

The DNA of Innovation

C. Brooke Dobni

A survey by Gary Hamel's company (Strategos) identified that over 80 percent of senior managers agreed that innovation creates a strong source of competitive advantage, and 90…

Destructive creation

Patrick Marren

The purpose of this paper is to set out an analogy between the creatively destructive forces that buffet business and the similar forces that affect physical systems.

Predicting changes in industry structure

Stuart E. Jackson

Previous Reaching for value columns, have looked at companies and industries in historical terms. (How did smart companies use strategic market positioning (SMP) to make…

Editor's note