Management Decision: Volume 34 Issue 3

Relationship marketing: strategic and tactical implications

Christian Grönroos

Discusses the logic of the re‐emerging relationship approach to marketing and presents key strategic as well as tactical implications for a firm attempting to apply a relationship…

Environmental consultancy in the UK: structure and implications

Nigel Caldwell

The environmental consultancy market is, by any measure, expanding. Yet, what does the future hold for those entering the market? In essence the market will be split between three…

Management buyouts and entrepreneurial opportunities

Charlie Weir

Analyses the link between management buyouts (MBOs) and the entrepreneurial process. Argues that, at least initially, a management‐based explanation of entrepreneurial activity is…

Between a rock and a hard place: a case study of escalation

Helga Drummond, Julia A. Kingstone Hodgson

Organizations often seem to persist with decisions long after any sensible person might have given up. It is thought that such persistence results from foolhardy behaviour by…

The application of Piercy and Morgan’s dimensions of marketing planning

Lloyd C. Harris

Reviews and critically evaluates the practical application of Piercy and Morgan’s model of the dimensions of marketing planning. Appraises and elucidates analytical, behavioural…

Timing the adoption of a new technology: an option‐based approach

Enrico Scarso

Deals with the problem of timing the adoption of a new technology. This is a very important question of strategy which directly affects the firm’s competitive capability and whose…

“Selling” professional services: a practical approach ‐ Part I

Clifford J. Ferguson

A two‐part article developing the necessary activities for professional firms to compete and develop their business in the late 1990s. Focuses mainly on changing the emphasis from…

The foreseeable future

David Mercer

Reports the latest stage in a five‐year programme of research involving more than 1,000 large organizations. Describes the results obtained from research conducted on 17 groups…

Reporting for strategic control

Andrew Flitman

A common complaint about strategic plans is that, once developed, they tend to be largely forgotten until the next planning cycle. At that time a review is made of the progress to…