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Article
Publication date: 1 February 1981

Ian MacMillan

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…

270

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.

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Journal of Business Strategy, vol. 2 no. 1
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 1 April 1985

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.

882

Abstract

A previous article described a research program the authors conducted on the creation of new businesses within the company, which is called corporate venturing.

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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 February 2001

Rita Gunther McGrath and Ian MacMillan

1089

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Strategy & Leadership, vol. 29 no. 1
Type: Research Article
ISSN: 1087-8572

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Arts and the Market, vol. 13 no. 1
Type: Research Article
ISSN: 2056-4945

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Article
Publication date: 1 January 1982

Ian C. MacMillan

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…

478

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.

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Journal of Business Strategy, vol. 2 no. 4
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 1 January 1980

IAN C. MACMILLAN

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…

45

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?”

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

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Article
Publication date: 1 January 1983

IAN C. MACMILLAN

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…

140

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.

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

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Article
Publication date: 1 January 1982

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…

216

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.

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Journal of Business Strategy, vol. 2 no. 4
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 1 April 1983

Ian C. MacMillan

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…

1018

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.

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Journal of Business Strategy, vol. 4 no. 2
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 18 October 2022

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…

515

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.

Details

Arts and the Market, vol. 13 no. 1
Type: Research Article
ISSN: 2056-4945

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