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Article
Publication date: 1 March 1981

FREDERICK GLUCK and RICHARD RUMELT

When one thinks of making corporate choices and allocating resources, the process calls to mind a vision of a chief executive officer (CEO) who has been provided with a broad menu…

210

Abstract

When one thinks of making corporate choices and allocating resources, the process calls to mind a vision of a chief executive officer (CEO) who has been provided with a broad menu of business opportunities from which he can simply choose the most mouth‐watering and then supply the money and people required to pursue them. This picture is accurate as far as it goes. But it masks the many dilemmas the CEO must resolve before he can place his order.

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Journal of Business Strategy, vol. 2 no. 2
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 1 February 1983

Frederick Gluck

Following a decade of economic turmoil, the climate for international business in the 1980s should be more favorable due to changes in the oil, currency, and labor markets. Those…

302

Abstract

Following a decade of economic turmoil, the climate for international business in the 1980s should be more favorable due to changes in the oil, currency, and labor markets. Those companies that recognize the growing trend toward globalization and position themselves to take advantage of it will emerge successful in the coming decade.

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Journal of Business Strategy, vol. 3 no. 4
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 1 April 1985

Frederick W. Gluck

If corporate America's love affair with 1970s‐style strategic planning is not over, it is certainly on the rocks. Planning that relies on past experience, extrapolation, and…

895

Abstract

If corporate America's love affair with 1970s‐style strategic planning is not over, it is certainly on the rocks. Planning that relies on past experience, extrapolation, and incremental moves cannot meet today's challenges, such as unexpected competition, saturated markets, and changing technologies.

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Journal of Business Strategy, vol. 6 no. 2
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 1 March 1985

Frederick W. Gluck

Few of the largest and most successful corporations have solved the problem of how to renew themselves when major shifts in the environment occur. What is needed is to “tamper…

1073

Abstract

Few of the largest and most successful corporations have solved the problem of how to renew themselves when major shifts in the environment occur. What is needed is to “tamper with the main spring”; that is, a “big bang” innovation along with the institutional courage to pull it off.

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Journal of Business Strategy, vol. 6 no. 1
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 1 June 1986

Alan Warner and David Arnold

There is no perfect model of strategic management which exists for all companies for all time, and top management should pick, from the shopping list of the last thirty years'…

171

Abstract

There is no perfect model of strategic management which exists for all companies for all time, and top management should pick, from the shopping list of the last thirty years' thinking, the ideas which suit their time and situation.

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Management Decision, vol. 24 no. 6
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 1 April 1985

George S. Yip

Managers need neither swallow whole an elaborate strategic planning system, nor be discouraged into total rejection. Many of the problems businesses experience with strategic…

807

Abstract

Managers need neither swallow whole an elaborate strategic planning system, nor be discouraged into total rejection. Many of the problems businesses experience with strategic planning can be traced to a mismatch of their planning system and their companies' structure. This article presents a framework for conducting an audit of a company's structural need for strategic planning.

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Journal of Business Strategy, vol. 6 no. 2
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 1 April 1987

Michael D. Everett

As a line manager immersed in the details of a specific product line or process, you may find yourself thrust into a planning role and asked to make strategic decisions…

128

Abstract

As a line manager immersed in the details of a specific product line or process, you may find yourself thrust into a planning role and asked to make strategic decisions. Unfortunately, years have slipped by since your college accounting and finance courses, and you find the jargon and data difficult to interpret. You're not alone. Studies show that most business students never mastered net present value analysis or managerial cost accounting. In addition, other studies find that graduates generally do not learn these concepts on the job since most line managers generally do not use them.

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Planning Review, vol. 15 no. 4
Type: Research Article
ISSN: 0094-064X

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Article
Publication date: 1 January 1984

Archie B. Carroll and Frank Hoy

The 1960s saw the birth of corporate social responsibility. In the 1970s, companies focused on the management of social responsiveness. In the 1980s, corporations are grappling…

1159

Abstract

The 1960s saw the birth of corporate social responsibility. In the 1970s, companies focused on the management of social responsiveness. In the 1980s, corporations are grappling with the issue of making social responsibility a part of overall strategic management. The authors examine some of the ramifications of the search for a new definition of social responsibility.

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Journal of Business Strategy, vol. 4 no. 3
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 1 January 1989

Noel B. Zabriskie

Describes how corporations have recently decided that developmentof strategic planning information can be improved through theinvolvement of lower‐level line managers in their…

254

Abstract

Describes how corporations have recently decided that development of strategic planning information can be improved through the involvement of lower‐level line managers in their planning process. Proposes a practical method for organising middle‐level line managers in sequential order so as to plan efficiently. Discusses some behavioural implications are discussed.

Details

Journal of Business & Industrial Marketing, vol. 4 no. 1
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 7 September 2010

Patrick Marren

Review and discussion of the book Lords of Strategy by Walter Kiechel III.

518

Abstract

Purpose

Review and discussion of the book Lords of Strategy by Walter Kiechel III.

Design/methodology/approach

Opinion column.

Findings

“Strategy” has not been seen as something in which businesses must engage. The “Strategy revolution” Kiechel outlines arose in the 1960s with the new breed of consulting firm, had its heyday then and in the 1970s, and declined thereafter into something like incoherence and a focus on tactical, financial, and cost‐cutting approaches.

Originality/value

Reviews an important book and extracts some lessons about business strategy.

Details

Journal of Business Strategy, vol. 31 no. 5
Type: Research Article
ISSN: 0275-6668

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