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Article
Publication date: 1 March 1987

Milton C. Lauenstein

From a strategic point of view, focusing on dividends is putting the cart before the horse. What directly affects the long‐term economic performance of a firm is how much of its…

251

Abstract

From a strategic point of view, focusing on dividends is putting the cart before the horse. What directly affects the long‐term economic performance of a firm is how much of its cash it plows back into the business. Dividends should be a potential use for funds remaining after key reinvestment decisions are made, rather than the other way around.

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Journal of Business Strategy, vol. 8 no. 1
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 1 February 1986

Milton C. Lauenstein

Several years after he had installed an elaborate strategic planning system, the chairman of a diversified New York Stock Exchange company began wondering if it was worth the…

821

Abstract

Several years after he had installed an elaborate strategic planning system, the chairman of a diversified New York Stock Exchange company began wondering if it was worth the effort. When he took a closer look, he found that the plan's only real function was to serve as a model for preparing the next one a year later. So he scrapped the whole procedure, instructing each division manager to do whatever planning he felt was appropriate for his own unit.

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Journal of Business Strategy, vol. 6 no. 4
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 1 April 1985

Milton C. Lauenstein

The American business community has recognized the importance of strategy as a determinant of corporate success. Academics, consultants, and executives themselves have studied the…

271

Abstract

The American business community has recognized the importance of strategy as a determinant of corporate success. Academics, consultants, and executives themselves have studied the subject in depth and have written extensively on it. Any corporation with pretensions of being well‐managed has installed a strategic planning procedure to improve its prospects of long‐term success.

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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 1981

MILTON LAUENSTEIN

In the history of most corporations, strategic change is a slow, evolutionary process. Strategic planning is useful primarily to facilitate a successful adjustment of operations…

191

Abstract

In the history of most corporations, strategic change is a slow, evolutionary process. Strategic planning is useful primarily to facilitate a successful adjustment of operations and resources to a changing environment.

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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 January 1984

Milton Lauenstein

Beatrice Foods announces a $280 million write‐off and plans to divest about fifty businesses acquired in a diversification program.

156

Abstract

Beatrice Foods announces a $280 million write‐off and plans to divest about fifty businesses acquired in a diversification program.

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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 1982

Milton Lauenstein

In any corporate setting, the way certain key issues are handled will have a major influence on results over an extended period. Some such issues are specific to the individual…

68

Abstract

In any corporate setting, the way certain key issues are handled will have a major influence on results over an extended period. Some such issues are specific to the individual situation. Others apply to almost any company. These include:

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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 February 1980

MILTON LAUENSTEIN

Alfred P. Sloan, in My Years With General Motors, describes how GM came up with the strategic concept that lifted it from a distant second to domination of the automobile industry…

325

Abstract

Alfred P. Sloan, in My Years With General Motors, describes how GM came up with the strategic concept that lifted it from a distant second to domination of the automobile industry for over half a century.

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

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Article
Publication date: 1 January 1981

MILTON LAUENSTEIN

In a capitalistic society, the decisions about investing capital in productive resources are made primarily by private enterprise. The long‐term economic success of individual…

256

Abstract

In a capitalistic society, the decisions about investing capital in productive resources are made primarily by private enterprise. The long‐term economic success of individual corporations and of the society as a whole are largely determined by the quality of such decisions. Therefore, dealing with questions about raising, investing, and managing capital is among the most important responsibilities of a board of directors.

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Journal of Business Strategy, vol. 1 no. 4
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 1 March 1983

Milton Lauenstein

Or not to grow? Can this be a serious question? Is there a company that does not embrace growth as a principal objective? The thesis of this column is that in many companies…

125

Abstract

Or not to grow? Can this be a serious question? Is there a company that does not embrace growth as a principal objective? The thesis of this column is that in many companies, whether or not to grow is a serious strategic question which needs to be addressed by corporate directors. Too often, growth is accepted as an objective automatically, whether or not it is in the shareholders' best interests.

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Journal of Business Strategy, vol. 4 no. 1
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 1 February 1981

Milton Lauenstein

More and more members of the business community agree that boards of directors have a responsibility for seeing that their companies have an effective strategy. But there is…

209

Abstract

More and more members of the business community agree that boards of directors have a responsibility for seeing that their companies have an effective strategy. But there is little agreement on what constitutes a corporate strategy, and even less on what characterizes an effective one.

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

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