In a previous column on this topic, four major stages of the regulatory process were identified and the formative stage of regulation was discussed. In this column, attention will…
Abstract
In a previous column on this topic, four major stages of the regulatory process were identified and the formative stage of regulation was discussed. In this column, attention will be given to the next stage—the legislative stage, in which the regulations are created by the passing of a bill through House, Senate, and the chief executive office.
Robin George and Ian C. MacMillan
A previous article described a research program the authors conducted on the creation of new businesses within the company, which is called corporate venturing.
To be successful, a company has to capture the initiative in an industry from its competitors. The author offers a detailed prescription for getting and keeping the strategic…
Abstract
To be successful, a company has to capture the initiative in an industry from its competitors. The author offers a detailed prescription for getting and keeping the strategic initiative in the face of countermoves by your opponent.
In the past year, over 400 middle and senior executives from just about every industry in the United States were asked the following question: “In the next 5–10 years government…
Abstract
In the past year, over 400 middle and senior executives from just about every industry in the United States were asked the following question: “In the next 5–10 years government intervention in business will increase: True or False?”
As a result of massive doses of external constraints on business, the past two decades have seen a trend in many U.S. companies from aggressive, tough‐minded fast movers, with…
Abstract
As a result of massive doses of external constraints on business, the past two decades have seen a trend in many U.S. companies from aggressive, tough‐minded fast movers, with confident independent middle managers, to much more procedure‐bound and uncertain or slow‐acting bureaucracies. Decisions of importance must now conform to volumes of policy manuals and be ratified by increasing numbers of specialist staff people, particularly legal and accounting staff. Clearly this bureaucratic strangulation leaves much to be desired. To hamstring middle management by imposing layer on layer of caveats and internal “regulations,” and by requiring that their decisions be ratified by burgeoning hierarchies of staff specialists, serves only to slow managers' response times, destroy their initiative, and demotivate those that have any aggressiveness at all. Equally clearly, for a company's middle managers to build and maintain momentum they need to be able to act autonomously and confidently, yet at the same time there is a need for them to act in ways that are appropriate for the overall company they represent.
Ian C. MacMillan and M.L. McCaffery
When a company is considering a major strategic move, a key issue is predicting the speed and extent of the competition's response to that move. Under ideal circumstances…
Abstract
When a company is considering a major strategic move, a key issue is predicting the speed and extent of the competition's response to that move. Under ideal circumstances, countermoves are blocked by substantial entry barriers (discussed extensively by Porter) which keep new competitors from entering the market and limit the mobility of the existing competitors within the industry. These barriers can be structural traits within an industry that discourage entry or barriers erected by the firm making the strategic move (aggressor) which discourage the competition from matching or countering the move.
Preemptive strategies often offer the best opportunity to gain advantage over competitors and upset industry balance. Preemptive moves exist all along the industry chain if one…
Abstract
Preemptive strategies often offer the best opportunity to gain advantage over competitors and upset industry balance. Preemptive moves exist all along the industry chain if one knows where to look for them. Companies can preempt their rivals in myriad ways, ranging from threatening major investments and securing critical skills to cornering raw materials and components and positioning products in a unique way.
Ian Fillis, Kim Lehman, Ruth Rentschler and Boram Lee
This paper aims to provide clarity on arts marketing during COVID-19 by undertaking a critical review and theoretical integration of published cultural and creative industries…
Abstract
Purpose
This paper aims to provide clarity on arts marketing during COVID-19 by undertaking a critical review and theoretical integration of published cultural and creative industries (CCIs) data on the pandemic.
Design/methodology/approach
The study draws on the findings from a content analysis of published refereed journal articles and research reports, between 2020 and 2022.
Findings
This study clarifies how scholars in the arts marketing field have examined the concept and identified core dimensions. It also brings together these conceptual categories into an integrative multilevel framework of relevance for arts marketing during COVID-19. The framework outlines interconnected processes as well as dualities, such as digitisation, monetisation and sustainability of the CCIs and poses a future centred on entrepreneurial actions.
Originality/value
The originality of the paper is that it provides clear-cut evidence for new frontiers for research in the field during a period of discontinuous change due to COVID-19, through a literature review that has not been undertaken previously. It links the need to be entrepreneurial as a means for the CCIs to survive and thrive during and after a global crisis.