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This study aims to focus on inter-firm collaboration, exploring the main capabilities that can make a business more or less open to collaboration; it also considers the role of both firm-specific and relationship-specific capabilities. The paper proposes a model that can be used to study how the combination of the two categories of capabilities determines a firm’s approach to collaboration.

Through a survey of high-end hotels in tourist destinations in Italy and the USA, this paper tests variable connected with firm-specific and relationship-specific aspects, using confirmatory factor analysis.

Firms with greater capabilities are less open to cooperation; weaker firms with fewer resources appear to be more inclined to cooperate, probably to gain access to resources and competencies they do not possess.

From a scientific perspective, this paper suggests an analysis based on both individual and relational capabilities when deciding whether to collaborate, while most studies based on a relational view just consider relational capabilities. The study could be enlarged to other countries and contexts.

From a practical perspective, it indicates the importance of accounting for different and sometimes diverging aspects when deciding to cooperate.

In terms of social implications, it shows that, apart from the relational capabilities they have, potential partners can decide not to collaborate.

The paper suggests a method of analyzing both individual and relational capabilities when deciding whether to engage in a collaboration. It shows that firms’ behavior does not necessarily depend on the firm’s relational capabilities.

To find out, from the perspective of the authors of a well‐known textbook on strategic management, in what ways they think the field is changing.

Strategy & Leadership interviewed Arthur A. Thompson, Jr, A.J. Strickland III and John E. Gamble, the authors of the widely used textbook Crafting and Executing Strategy: Text and Readings, 15th edition (McGraw‐Hill/Irwin, 2006), to learn how they adapted the book to keep up with developments in the field.

Changes include:new analytical tools and ways of looking at strategy issues; new concepts and terms appear in the literature; companies encounter new or different kinds of strategic issues; and each new edition has to include the latest and best examples of “strategy in action.”

Sample practical suggestions: “A case can be made that a disproportionate amount of the research being published in today's “top tier” journals makes little difference to the practice of strategic management.” “To restore relevancy, business‐school deans and faculty must begin to place far higher scholarly value on research that truly advances the practice of management.” “I think we are now seeing a new trend, where more and more of the younger faculty lack training in the case method and are uncomfortable using it.”

The authors have watched strategic management literature develop and have a unique perspective on how the teaching of strategy has evolved.

To assess the impact of TCE on the field of strategy, we first quantified the distribution of TCE-related research articles across all disciplines and fields. Specifically, we identified every article that appeared in a journal included in the Institute for Scientific Information's (ISI's) Web of Knowledge between 1975 and 2008 and that included among its keywords some variation of “transaction costs.” We then removed those articles for which this term clearly did not refer to transaction costs of the Coasean kind (primarily articles in finance and computing, for which “transaction cost” has a different meaning). Finally, we categorized each journal according to its discipline or field. Granted, this requires some judgment, but we attempted to be objective in our categorizations.¹ As Table 1 shows, articles that are self-described as part of the TCE research stream have appeared more frequently in strategy journals than in the journals of any other discipline or field. We interpret this as evidence of TCE's impact on strategy, and of the importance of the strategy field to TCE.

Within the past few years, responsible educators, librarians, parents, counselors, social workers, therapists, and religious groups of all sexual persuasions and lifestyles have recognized the need for readily available reading material for lesbian and gay youth. Unfortunately, this material is often buried, because it is embedded in larger works. To meet this need, I have compiled and annotated 100 of the best works for young homosexuals, bisexuals, and heterosexuals. I have also included a few of the best works currently available on heterosexuality as a much needed source of knowledge for all young adults whether they are gay or straight, whether they remain childless or eventually become parents.

This paper analyzes five characteristics associated with the overall decision‐making process that are necessary to achieve a high degree of perceived procedural justice within four strategic contexts of focal subsidiaries. Strategic contexts are based on the role of subsidiaries as defined by the flow of knowledge between these subsidiaries and the global network of MNCs. Propositions are developed that relate the five characteristics, the four strategic contexts, and high perceived procedural justice. The propositions represent a template for managers and researchers interested in the successful implementation of global strategic decisions and the improvement of the performance of individual subsidiaries as well as the global competitiveness of multinational corporations.

Investigates the differences in protocols between arbitral tribunals and courts, with particular emphasis on US, Greek and English law. Gives examples of each country and its way of using the law in specific circumstances, and shows the variations therein. Sums up that arbitration is much the better way to gok as it avoids delays and expenses, plus the vexation/frustration of normal litigation. Concludes that the US and Greek constitutions and common law tradition in England appear to allow involved parties to choose their own judge, who can thus be an arbitrator. Discusses e‐commerce and speculates on this for the future.

The impact of e‐business on export management companies (EMCs) has been debated for some time and several reasons for their survival have been forwarded. Based upon the resource‐based perspective of the firm, this study provides a far more fundamental reason for the survival of the well‐established EMCs‐their market‐based assets. Furthermore, this study analyzes the impact of e‐business proliferation on the well‐established EMCs transaction creating and physical fulfillment exporting services and their efficiency and effectiveness.