Handbook of Business StrategyTable of Contents for Handbook of Business Strategy. List of articles from the current issue, including Just Accepted (EarlyCite)https://www.emerald.com/insight/publication/issn/1077-5730/vol/7/iss/1?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestHandbook of Business StrategyEmerald Publishing LimitedHandbook of Business StrategyHandbook of Business Strategyhttps://www.emerald.com/insight/proxy/containerImg?link=/resource/publication/journal/4f31c5d5b89b4bfae9433f7c4f3426ac/UNKNOWNhttps://www.emerald.com/insight/publication/issn/1077-5730/vol/7/iss/1?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestEmployee disengagement: is there evidence of a growing problem?https://www.emerald.com/insight/content/doi/10.1108/10775730610618585/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe article discusses employee disengagement, a phenomenon where employees are at work but are minimizing their work contribution. Examples of disengagement are discussed as well as possible causes. This is a call for further research in order to examine whether employee disengagement is rampant in our organizations, and on the increase while being largely ignored by managers, or whether it is a myth and should be of little concern to anyone. The phenomenon of employee disengagement appears to be correlated with conditions where there is a lack of psychological identification and psychological meaningfulness. Disengagement also appears to be maximized under conditions of poor leadership and when levels of trust between managers and subordinates are low. Evidence suggests that there are large discrepancies in the methods and the scales used to measure employee engagement and disengagement. There is much conflicting and anecdotal evidence that employee disengagement is increasing. Disengagement may result from numerous causes and conditions. Once the catalysts for disengagement are understood, managers can be better equipped to deal with falling employee commitment and energy levels, thus gaining greater traction on the global business landscape. This paper argues that the phenomenon of employee disengagement is increasing but that the methods for its identification are inadequate. Finally, the authors argue that the majority of managers seem unwilling or unable to halt the rising tide of employee disengagement.Employee disengagement: is there evidence of a growing problem?
Richard Pech, Bret Slade
Handbook of Business Strategy, Vol. 7, No. 1, pp.21-25

The article discusses employee disengagement, a phenomenon where employees are at work but are minimizing their work contribution.

Examples of disengagement are discussed as well as possible causes. This is a call for further research in order to examine whether employee disengagement is rampant in our organizations, and on the increase while being largely ignored by managers, or whether it is a myth and should be of little concern to anyone.

The phenomenon of employee disengagement appears to be correlated with conditions where there is a lack of psychological identification and psychological meaningfulness. Disengagement also appears to be maximized under conditions of poor leadership and when levels of trust between managers and subordinates are low. Evidence suggests that there are large discrepancies in the methods and the scales used to measure employee engagement and disengagement.

There is much conflicting and anecdotal evidence that employee disengagement is increasing. Disengagement may result from numerous causes and conditions. Once the catalysts for disengagement are understood, managers can be better equipped to deal with falling employee commitment and energy levels, thus gaining greater traction on the global business landscape.

This paper argues that the phenomenon of employee disengagement is increasing but that the methods for its identification are inadequate. Finally, the authors argue that the majority of managers seem unwilling or unable to halt the rising tide of employee disengagement.

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Employee disengagement: is there evidence of a growing problem?10.1108/10775730610618585Handbook of Business Strategy2006-01-01© 2006 Richard PechBret SladeHandbook of Business Strategy712006-01-0110.1108/10775730610618585https://www.emerald.com/insight/content/doi/10.1108/10775730610618585/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Managing for strategic success in emerging marketshttps://www.emerald.com/insight/content/doi/10.1108/10775730610618657/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestTo develop a strategic model for effective management that incorporates aspects of strategic decision‐making from both industrialized and emerging markets. To interview senior managers (many at CEO level) of successful companies operating in emerging markets. We assume the senior managers best understand strategy formulation and implementation. A strategic model for both information rich and information void business environments. We did not use a random sample, but rather a convenience sample of CEOs and senior managers of companies operating in emerging markets. This sample limits the study’s generalizability. Successful managers argued that best practices developed for information‐rich Western markets were not effective in information‐void emerging markets. The paper has value for managers moving from industrialized economies to emerging economies and vice‐versa, and to academics researching strategic decision‐making in emerging markets.Managing for strategic success in emerging markets
Usha C.V. Haley, George T. Haley
Handbook of Business Strategy, Vol. 7, No. 1, pp.27-33

To develop a strategic model for effective management that incorporates aspects of strategic decision‐making from both industrialized and emerging markets.

To interview senior managers (many at CEO level) of successful companies operating in emerging markets. We assume the senior managers best understand strategy formulation and implementation.

A strategic model for both information rich and information void business environments.

We did not use a random sample, but rather a convenience sample of CEOs and senior managers of companies operating in emerging markets. This sample limits the study’s generalizability.

Successful managers argued that best practices developed for information‐rich Western markets were not effective in information‐void emerging markets.

The paper has value for managers moving from industrialized economies to emerging economies and vice‐versa, and to academics researching strategic decision‐making in emerging markets.

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Managing for strategic success in emerging markets10.1108/10775730610618657Handbook of Business Strategy2006-01-01© 2006 Usha C.V. HaleyGeorge T. HaleyHandbook of Business Strategy712006-01-0110.1108/10775730610618657https://www.emerald.com/insight/content/doi/10.1108/10775730610618657/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Mastering the dynamic nature of modern strategyhttps://www.emerald.com/insight/content/doi/10.1108/10775730610618594/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestTo improve the quality of strategy development and implementation in a large or small enterprise. Principles extracted from the author ís observation and experience and set out as a checklist for strategy formulation. By acting on ten key principles or trends, businesses can reduce risks and take advantage of future market opportunities. Improve strategy through an ability to anticipate change in the environmental business model. The article creates a practical approach to allow business strategists to think through the micro application of macro trends.Mastering the dynamic nature of modern strategy
Mark H. Daniell
Handbook of Business Strategy, Vol. 7, No. 1, pp.35-41

To improve the quality of strategy development and implementation in a large or small enterprise.

Principles extracted from the author ís observation and experience and set out as a checklist for strategy formulation.

By acting on ten key principles or trends, businesses can reduce risks and take advantage of future market opportunities.

Improve strategy through an ability to anticipate change in the environmental business model.

The article creates a practical approach to allow business strategists to think through the micro application of macro trends.

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Mastering the dynamic nature of modern strategy10.1108/10775730610618594Handbook of Business Strategy2006-01-01© 2006 Mark H. DaniellHandbook of Business Strategy712006-01-0110.1108/10775730610618594https://www.emerald.com/insight/content/doi/10.1108/10775730610618594/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Strategic opportunities at the intersection of globalization, technology and lifestyleshttps://www.emerald.com/insight/content/doi/10.1108/10775730610618602/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestIn this article, we discuss four “hot” strategic opportunities for the next three‐five year time frame arising from globalization and technology trends and present frameworks that can help business executives leverage these opportunities. The methods used include review and synthesis of the academic and popular business literature to identify trends, opportunities and managerial problems, and conceptual analysis and inductive generalization of frameworks as useful tools for managers to deal with those opportunities. Companies across a wide spectrum of industries have to contemplate and position themselves with respect to the following four strategic opportunities. R&D outsourcing may seem attractive from a cost perspective but appropriate safeguards have to be negotiated so that a company’s intellectual property does not get appropriated. Digital convergence requires firms to think creatively about complementary products and services without straying too far from their core competencies. Identifying customer needs and emerging markets needs new tools and techniques to be embraced for gathering market intelligence. Finally new technologies and business models should stimulate companies to develop policies on digital rights management after balancing stakeholder interests and assessing the threat of disruptive innovations. This article identifies four current strategic opportunities that global firms should be thinking about if they are not doing so already. It discusses the benefits and challenges of getting into these areas with new technologies, new partners and new business processes. As such this article will be of interest to senior business executives responsible for setting the strategic direction of their company. Careful consideration and exploitation of these strategic opportunities will yield significant payoffs for proactive firms.Strategic opportunities at the intersection of globalization, technology and lifestyles
Sanjit Sengupta, Jakki Mohr, Stanley Slater
Handbook of Business Strategy, Vol. 7, No. 1, pp.43-50

In this article, we discuss four “hot” strategic opportunities for the next three‐five year time frame arising from globalization and technology trends and present frameworks that can help business executives leverage these opportunities.

The methods used include review and synthesis of the academic and popular business literature to identify trends, opportunities and managerial problems, and conceptual analysis and inductive generalization of frameworks as useful tools for managers to deal with those opportunities.

Companies across a wide spectrum of industries have to contemplate and position themselves with respect to the following four strategic opportunities. R&D outsourcing may seem attractive from a cost perspective but appropriate safeguards have to be negotiated so that a company’s intellectual property does not get appropriated. Digital convergence requires firms to think creatively about complementary products and services without straying too far from their core competencies. Identifying customer needs and emerging markets needs new tools and techniques to be embraced for gathering market intelligence. Finally new technologies and business models should stimulate companies to develop policies on digital rights management after balancing stakeholder interests and assessing the threat of disruptive innovations.

This article identifies four current strategic opportunities that global firms should be thinking about if they are not doing so already. It discusses the benefits and challenges of getting into these areas with new technologies, new partners and new business processes. As such this article will be of interest to senior business executives responsible for setting the strategic direction of their company. Careful consideration and exploitation of these strategic opportunities will yield significant payoffs for proactive firms.

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Strategic opportunities at the intersection of globalization, technology and lifestyles10.1108/10775730610618602Handbook of Business Strategy2006-01-01© 2006 Sanjit SenguptaJakki MohrStanley SlaterHandbook of Business Strategy712006-01-0110.1108/10775730610618602https://www.emerald.com/insight/content/doi/10.1108/10775730610618602/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Competitive strategy in a global industry: tourismhttps://www.emerald.com/insight/content/doi/10.1108/10775730610618611/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper demonstrates how the tour operating industry must take responsibility of the sustainability of its suppliers as part of the quality expected by tourists, in order to remain competitive. Case studies resulting from telephone surveys, interviews and document searches. The theoretical approach is that of using sustainable supply chain management both as a method of corporate social responsibility and a strategy for industry survival. Price wars have forced mass tourism operators to small margins, while ignoring the growing special interest market. Sustainability is now part of quality expectations and the industry as a whole has to reinvent itself to meet changing demands, while also embedding corporate social responsibility in a way that makes business sense. The challenge is transferring experience to less sophisticated and mature markets, where at present there is little evidence of demand for sustainable products. Industry wide standards are necessary as the lever for change in those industries where short return on investment eco‐savings will not be possible, and where the future of a whole industry relies on joint action. The paper makes a contribution to the limited knowledge of sustainable supply chain management in the service sector. Most research emphasizes environmental issues in manufacturing.Competitive strategy in a global industry: tourism
Xavier Font, Richard Tapper, Janet Cochrane
Handbook of Business Strategy, Vol. 7, No. 1, pp.51-55

This paper demonstrates how the tour operating industry must take responsibility of the sustainability of its suppliers as part of the quality expected by tourists, in order to remain competitive.

Case studies resulting from telephone surveys, interviews and document searches. The theoretical approach is that of using sustainable supply chain management both as a method of corporate social responsibility and a strategy for industry survival.

Price wars have forced mass tourism operators to small margins, while ignoring the growing special interest market. Sustainability is now part of quality expectations and the industry as a whole has to reinvent itself to meet changing demands, while also embedding corporate social responsibility in a way that makes business sense.

The challenge is transferring experience to less sophisticated and mature markets, where at present there is little evidence of demand for sustainable products.

Industry wide standards are necessary as the lever for change in those industries where short return on investment eco‐savings will not be possible, and where the future of a whole industry relies on joint action.

The paper makes a contribution to the limited knowledge of sustainable supply chain management in the service sector. Most research emphasizes environmental issues in manufacturing.

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Competitive strategy in a global industry: tourism10.1108/10775730610618611Handbook of Business Strategy2006-01-01© 2006 Xavier FontRichard TapperJanet CochraneHandbook of Business Strategy712006-01-0110.1108/10775730610618611https://www.emerald.com/insight/content/doi/10.1108/10775730610618611/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
How to become an effective – bias‐free – decision‐maker in an increasingly global economyhttps://www.emerald.com/insight/content/doi/10.1108/10775730610618620/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestTo make strategists aware of decision biases and their potential impact on effective strategic decision‐making. A review of five critical biases, their sources and impact. The article includes a self‐test. Findings – Suggestions on how the strategist can address biases in self and others as part of strategic leadership. Conceptual review and self‐test. Simple, easy to implement guidance on managing biases in self and others. Raising strategists’ awareness of biases and their potential impact. Self‐test on decision biases. A route to the literature on the issues.How to become an effective – bias‐free – decision‐maker in an increasingly global economy
Philip A. Wickham
Handbook of Business Strategy, Vol. 7, No. 1, pp.57-62

To make strategists aware of decision biases and their potential impact on effective strategic decision‐making.

A review of five critical biases, their sources and impact. The article includes a self‐test. Findings – Suggestions on how the strategist can address biases in self and others as part of strategic leadership.

Conceptual review and self‐test.

Simple, easy to implement guidance on managing biases in self and others.

Raising strategists’ awareness of biases and their potential impact. Self‐test on decision biases. A route to the literature on the issues.

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How to become an effective – bias‐free – decision‐maker in an increasingly global economy10.1108/10775730610618620Handbook of Business Strategy2006-01-01© 2006 Philip A. WickhamHandbook of Business Strategy712006-01-0110.1108/10775730610618620https://www.emerald.com/insight/content/doi/10.1108/10775730610618620/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Strategic marketing’s global challenges and opportunitieshttps://www.emerald.com/insight/content/doi/10.1108/10775730610618639/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestStrategic marketing is confronted with an array of global challenges and opportunities at the beginning of the twenty‐first century. Some opinion leaders question the role and importance of marketing strategy. Others are convinced the discipline is more vital than ever before. Several important trends and issues have been articulated by leaders in the marketing discipline concerning how marketing thought and practice are expected to change in the future. Interestingly, opinion leaders offer very different interpretations concerning the role and importance of marketing in organizations today. FindingsThus, it is apparent that a complete vision about the future of marketing strategy has not emerged, although several challenges are indicated. Our objective is to identify these strategy challenges and their implications regarding marketing thought and practice. Importantly, the challenges highlight several marketing strategy opportunities which are relevant to scholars and managers. Marketing Science Institute interviews with CEOs and top marketing executives from a diversified sample of 12 corporations indicate “The strategic influence of marketing, as previously understood, appears to have diminished as short‐term revenue goals become more dominant and the role of the sales force is strengthened”. McGovern and Quelch in their survey of 120 companies and 18 interviews with CMOs and/or CEOs from global companies indicate that large corporations are “looking for strategic and operational leadership from the marketing organization more than ever before. The result is the increasing prominence of a senior executive whose title didn’t even exist ten years ago: the chief marketing officer or CMO”. Interviews with more than 40 CMOs from a range of companies around the globe by McKinsey & Company indicate that the top priority concern “is that an explosion of customer segments, products, media vehicles, and distribution channels has made marketing more complex, more costly, and less effective”. Vargo and Lusch propose that “marketing thought is not so much fragmented as it is evolving toward a new dominant logic – the exchange of intangibles, specialized skills and knowledge, and processes”. Several forces are expected to impact the strategic marketing decisions of a wide range of companies throughout the world. Moreover, these forces need to be addressed in managerial initiatives, course design, and several offer promising research opportunities.Strategic marketing’s global challenges and opportunities
David Cravens
Handbook of Business Strategy, Vol. 7, No. 1, pp.63-70

Strategic marketing is confronted with an array of global challenges and opportunities at the beginning of the twenty‐first century. Some opinion leaders question the role and importance of marketing strategy. Others are convinced the discipline is more vital than ever before.

Several important trends and issues have been articulated by leaders in the marketing discipline concerning how marketing thought and practice are expected to change in the future. Interestingly, opinion leaders offer very different interpretations concerning the role and importance of marketing in organizations today. FindingsThus, it is apparent that a complete vision about the future of marketing strategy has not emerged, although several challenges are indicated. Our objective is to identify these strategy challenges and their implications regarding marketing thought and practice. Importantly, the challenges highlight several marketing strategy opportunities which are relevant to scholars and managers.

Marketing Science Institute interviews with CEOs and top marketing executives from a diversified sample of 12 corporations indicate “The strategic influence of marketing, as previously understood, appears to have diminished as short‐term revenue goals become more dominant and the role of the sales force is strengthened”. McGovern and Quelch in their survey of 120 companies and 18 interviews with CMOs and/or CEOs from global companies indicate that large corporations are “looking for strategic and operational leadership from the marketing organization more than ever before. The result is the increasing prominence of a senior executive whose title didn’t even exist ten years ago: the chief marketing officer or CMO”. Interviews with more than 40 CMOs from a range of companies around the globe by McKinsey & Company indicate that the top priority concern “is that an explosion of customer segments, products, media vehicles, and distribution channels has made marketing more complex, more costly, and less effective”. Vargo and Lusch propose that “marketing thought is not so much fragmented as it is evolving toward a new dominant logic – the exchange of intangibles, specialized skills and knowledge, and processes”.

Several forces are expected to impact the strategic marketing decisions of a wide range of companies throughout the world. Moreover, these forces need to be addressed in managerial initiatives, course design, and several offer promising research opportunities.

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Strategic marketing’s global challenges and opportunities10.1108/10775730610618639Handbook of Business Strategy2006-01-01© 2006 David CravensHandbook of Business Strategy712006-01-0110.1108/10775730610618639https://www.emerald.com/insight/content/doi/10.1108/10775730610618639/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Managing virtual project teams: how to maximize performancehttps://www.emerald.com/insight/content/doi/10.1108/10775730610618648/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestI was responsible for delivering a Radio Systems Development program. The program totalling over A$20 million was undertaken in the country NSW, Australia, over a three‐year time period, using the existing human resources of the NSW Police in a virtual team environment. At the beginning of the program, a framework was provided for managing the program. The structure used in the program was a relatively unstructured one: informal communications was supported and project implementation was reliant on trust, cooperation and teamwork. Well‐proven project management and team management concepts were applied, some worked, but some didn’t. The program was reviewed following its completion. Ideas from various stakeholders were sought and analysed in terms of: what went right and why, what went wrong and why, what could be done better, and any issues which may help on another project. The program was reviewed following its completion. Ideas from various stakeholders were sought and analysed in terms of: what went right and why, what went wrong and why, what could be done better, and any issues which may help on another project.Managing virtual project teams: how to maximize performance
Palitha Kuruppuarachchi
Handbook of Business Strategy, Vol. 7, No. 1, pp.71-78

I was responsible for delivering a Radio Systems Development program. The program totalling over A$20 million was undertaken in the country NSW, Australia, over a three‐year time period, using the existing human resources of the NSW Police in a virtual team environment.

At the beginning of the program, a framework was provided for managing the program. The structure used in the program was a relatively unstructured one: informal communications was supported and project implementation was reliant on trust, cooperation and teamwork. Well‐proven project management and team management concepts were applied, some worked, but some didn’t.

The program was reviewed following its completion. Ideas from various stakeholders were sought and analysed in terms of: what went right and why, what went wrong and why, what could be done better, and any issues which may help on another project.

The program was reviewed following its completion. Ideas from various stakeholders were sought and analysed in terms of: what went right and why, what went wrong and why, what could be done better, and any issues which may help on another project.

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Managing virtual project teams: how to maximize performance10.1108/10775730610618648Handbook of Business Strategy2006-01-01© 2006 Palitha KuruppuarachchiHandbook of Business Strategy712006-01-0110.1108/10775730610618648https://www.emerald.com/insight/content/doi/10.1108/10775730610618648/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Beyond advertising: why people are the new mediahttps://www.emerald.com/insight/content/doi/10.1108/10775730610618666/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestTo identify and explain the causative factors in the ongoing and chronic decline of general advertising effectiveness. Methodology is Social Network Analysis. Specific tools used multiple regression analysis, AnCoVa, and various proprietary algorithms. Traditional media advertising has lost significant impact at an accelerating rate over the past 20 years and will continue to do so for the foreseeable future. Referrals are the primary viable alternative for reaching customers and can be used to reinvigorate traditional marketing. Research was based primarily on author’s extensive work with clients in numerous industries, also on available advertising industry data. No controlled tests were possible. Organizations that ignore the importance of referral marketing will find markets increasingly expensive and difficult to access and will lose competitive advantage with organizations that do understand and manage the value of word‐of‐mouth marketing. It explains why traditional marketing is failing and suggests an effective solution.Beyond advertising: why people are the new media
Scott Degraffenreid
Handbook of Business Strategy, Vol. 7, No. 1, pp.81-85

To identify and explain the causative factors in the ongoing and chronic decline of general advertising effectiveness.

Methodology is Social Network Analysis. Specific tools used multiple regression analysis, AnCoVa, and various proprietary algorithms.

Traditional media advertising has lost significant impact at an accelerating rate over the past 20 years and will continue to do so for the foreseeable future. Referrals are the primary viable alternative for reaching customers and can be used to reinvigorate traditional marketing.

Research was based primarily on author’s extensive work with clients in numerous industries, also on available advertising industry data. No controlled tests were possible.

Organizations that ignore the importance of referral marketing will find markets increasingly expensive and difficult to access and will lose competitive advantage with organizations that do understand and manage the value of word‐of‐mouth marketing.

It explains why traditional marketing is failing and suggests an effective solution.

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Beyond advertising: why people are the new media10.1108/10775730610618666Handbook of Business Strategy2006-01-01© 2006 Scott DegraffenreidHandbook of Business Strategy712006-01-0110.1108/10775730610618666https://www.emerald.com/insight/content/doi/10.1108/10775730610618666/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
CRM and customer service: strategic asset or corporate overhead?https://www.emerald.com/insight/content/doi/10.1108/10775730610618675/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestTo provide practitioners of management a sense of the importance of strategically leveraging the customer relationship management (CRM), which has been growing since the mid‐1990s. Many industries were experiencing increased demand from their customers for higher quality and easier access to service. Corporations and top managers started to rethink their traditional ways of providing service. Customer relationships started to become a strategic asset among corporations. A review of the applied literature on practices for improving customer relationships include analyzing the customer, being proactive to their needs, segmenting customers by group and empowering employees to improve the customer experience. Once the need and importance surfaced, tools such as technology to provide customers and employees faster and more useful information surfaced. Once a CRM strategy and technology for customer service was in place, it became vital to develop processes for measuring and monitoring performance. Metrics created to measure customer retention; acquisition and market share have been implemented and used as a key management tool. This paper describes how strengthening customer relationships have been moved to the top of the corporate priority list and cites examples of how the technology can improve CRM strategies. Going forth with understanding the customer by segment and implementing CRM processes and applying software tools. Continually monitoring of customer satisfaction and behavior and measuring successes with benchmarking and more will make sure the processes continue to evolve in the best method.CRM and customer service: strategic asset or corporate overhead?
Alan Smith
Handbook of Business Strategy, Vol. 7, No. 1, pp.87-93

To provide practitioners of management a sense of the importance of strategically leveraging the customer relationship management (CRM), which has been growing since the mid‐1990s. Many industries were experiencing increased demand from their customers for higher quality and easier access to service. Corporations and top managers started to rethink their traditional ways of providing service. Customer relationships started to become a strategic asset among corporations.

A review of the applied literature on practices for improving customer relationships include analyzing the customer, being proactive to their needs, segmenting customers by group and empowering employees to improve the customer experience.

Once the need and importance surfaced, tools such as technology to provide customers and employees faster and more useful information surfaced. Once a CRM strategy and technology for customer service was in place, it became vital to develop processes for measuring and monitoring performance. Metrics created to measure customer retention; acquisition and market share have been implemented and used as a key management tool.

This paper describes how strengthening customer relationships have been moved to the top of the corporate priority list and cites examples of how the technology can improve CRM strategies.

Going forth with understanding the customer by segment and implementing CRM processes and applying software tools. Continually monitoring of customer satisfaction and behavior and measuring successes with benchmarking and more will make sure the processes continue to evolve in the best method.

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CRM and customer service: strategic asset or corporate overhead?10.1108/10775730610618675Handbook of Business Strategy2006-01-01© 2006 Alan SmithHandbook of Business Strategy712006-01-0110.1108/10775730610618675https://www.emerald.com/insight/content/doi/10.1108/10775730610618675/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Twelve steps to CRM without eating an elephanthttps://www.emerald.com/insight/content/doi/10.1108/10775730610618684/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestImplementing customer Relationship Management systems and processes can be a daunting task, particularly when it is viewed as an all‐or‐nothing proposition. There is, in fact, an implementation path that allows for stepwise deployment, with incremental investment and incremental returned value. This paper explores the capabilities to deploy, the interdependencies among them, and the order in which to deploy them. The incremental capabilities and their relationships derive from the author’s experience in process and engineering and in deployment of CRM systems and processes. A 12‐step process emerges from this mindset and experience. The first four steps describe foundation capabilities and activities, without which no CRM effort can succeed. The next four organize basic CRM activities surrounding knowing your customers, managing your channels, and managing your process. The last four describe advanced ways of thinking about the value propositions from the customer view, measuring accordingly, and continuous improvement. From a practical perspective, this approach offers organizations a method of deploying CRM so that investment can be incremental and value can be returned at every step. Deploying organizations will find that they gain confidence in the value of CRM without a large up‐front investment. For organizations new to CRM, this paper offers a roadmap for deployment, a rational approach to getting started, and a basis for choosing the scope of a first deployment. For organizations already applying CRM processes and using CRM systems, this paper offers a basis for understanding deficiencies in your CRM practices and system, and it also offers suggestions on how to improve the value of CRM.Twelve steps to CRM without eating an elephant
Stephen E. Lipka
Handbook of Business Strategy, Vol. 7, No. 1, pp.95-100

Implementing customer Relationship Management systems and processes can be a daunting task, particularly when it is viewed as an all‐or‐nothing proposition. There is, in fact, an implementation path that allows for stepwise deployment, with incremental investment and incremental returned value. This paper explores the capabilities to deploy, the interdependencies among them, and the order in which to deploy them.

The incremental capabilities and their relationships derive from the author’s experience in process and engineering and in deployment of CRM systems and processes.

A 12‐step process emerges from this mindset and experience. The first four steps describe foundation capabilities and activities, without which no CRM effort can succeed. The next four organize basic CRM activities surrounding knowing your customers, managing your channels, and managing your process. The last four describe advanced ways of thinking about the value propositions from the customer view, measuring accordingly, and continuous improvement.

From a practical perspective, this approach offers organizations a method of deploying CRM so that investment can be incremental and value can be returned at every step. Deploying organizations will find that they gain confidence in the value of CRM without a large up‐front investment.

For organizations new to CRM, this paper offers a roadmap for deployment, a rational approach to getting started, and a basis for choosing the scope of a first deployment. For organizations already applying CRM processes and using CRM systems, this paper offers a basis for understanding deficiencies in your CRM practices and system, and it also offers suggestions on how to improve the value of CRM.

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Twelve steps to CRM without eating an elephant10.1108/10775730610618684Handbook of Business Strategy2006-01-01© 2006 Stephen E. LipkaHandbook of Business Strategy712006-01-0110.1108/10775730610618684https://www.emerald.com/insight/content/doi/10.1108/10775730610618684/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
The life, death and resuscitation of brandshttps://www.emerald.com/insight/content/doi/10.1108/10775730610618693/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestPurpose – By using the metaphor of the human life cycle this paper examines some of the longevity issues of branding. The paper also explores how brands can be resuscitated (or rejuvenated) when in declining health or indeed on the edge of death (brand heart attack). Linked to this is the Darwinian view of adaptability where brands have extended and, indeed, developed their market position through innovation and re‐positioning. Equally, it considers the outcomes when there is little or no hope of resuscitating the brand, and the future of the organization. Mini cases studies are provided throughout that illustrate some of the issues in the life, death and resuscitation of brands. Design/methodology/approach – While using a metaphor the paper is designed to consider real issues that brands face within dynamic highly competitive environments. If brands do not adapt (through innovation and re‐positioning) they risk premature decline and death. Findings – The “health” of a brand is determined by numerous internal and external factors. Some within the control of the organization others not. Simple errors of judgement can have a catastrophic impact on the brand. However, though continual monitoring organizations can adapt the brand to evolve within changing environments. Research limitations/implications – There is potential for future research in two core areas: developing the human life span further as a metaphor for brand existence; and considering the ‘vital’ signs for an ailing brand. This may then lead to a better diagnosis of failing brands and more informed ways of rejuvenating such brands. Practical implications – Organizations must seek to continually monitor the ‘health’ of the brand in relation to its changing environments. Life expectancy can be increased through evolving the brand (innovations and re‐positioning). However, organizations must also recognize when the brand had genuinely reached the end of its life span. Brands that have a lingering decline do little for the brand or the organization. The difficulty for many organizations is really knowing when the brand can no longer be resuscitated. Originality/value – The objective of this paper was to explore the idea of the human life cycle being a metaphor for a brand’s existence. By taking such an approach it may assist managers in determining: the potential longevity of their brand; and rejuvenate ailing brands. Thus the article has a practical application.The life, death and resuscitation of brands
Jonathan Groucutt
Handbook of Business Strategy, Vol. 7, No. 1, pp.101-106
Purpose – By using the metaphor of the human life cycle this paper examines some of the longevity issues of branding. The paper also explores how brands can be resuscitated (or rejuvenated) when in declining health or indeed on the edge of death (brand heart attack). Linked to this is the Darwinian view of adaptability where brands have extended and, indeed, developed their market position through innovation and re‐positioning. Equally, it considers the outcomes when there is little or no hope of resuscitating the brand, and the future of the organization. Mini cases studies are provided throughout that illustrate some of the issues in the life, death and resuscitation of brands. Design/methodology/approach – While using a metaphor the paper is designed to consider real issues that brands face within dynamic highly competitive environments. If brands do not adapt (through innovation and re‐positioning) they risk premature decline and death. Findings – The “health” of a brand is determined by numerous internal and external factors. Some within the control of the organization others not. Simple errors of judgement can have a catastrophic impact on the brand. However, though continual monitoring organizations can adapt the brand to evolve within changing environments. Research limitations/implications – There is potential for future research in two core areas: developing the human life span further as a metaphor for brand existence; and considering the ‘vital’ signs for an ailing brand. This may then lead to a better diagnosis of failing brands and more informed ways of rejuvenating such brands. Practical implications – Organizations must seek to continually monitor the ‘health’ of the brand in relation to its changing environments. Life expectancy can be increased through evolving the brand (innovations and re‐positioning). However, organizations must also recognize when the brand had genuinely reached the end of its life span. Brands that have a lingering decline do little for the brand or the organization. The difficulty for many organizations is really knowing when the brand can no longer be resuscitated. Originality/value – The objective of this paper was to explore the idea of the human life cycle being a metaphor for a brand’s existence. By taking such an approach it may assist managers in determining: the potential longevity of their brand; and rejuvenate ailing brands. Thus the article has a practical application.]]>
The life, death and resuscitation of brands10.1108/10775730610618693Handbook of Business Strategy2006-01-01© 2006 Jonathan GroucuttHandbook of Business Strategy712006-01-0110.1108/10775730610618693https://www.emerald.com/insight/content/doi/10.1108/10775730610618693/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Relationship marketing: why bother?https://www.emerald.com/insight/content/doi/10.1108/10775730610618701/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper provides a general review of relationship marketing, its application to a business‐to‐business context and examines reasons for its failure. Reporting on the literature and two separate research investigations undertaken by the authors, research suggests there are few companies that succeed in developing relationship‐marketing programs that produce significant benefits to both parties. Discussion of theoretical aspects on relationship marketing is followed by examination of evidence from research. A series of potential failure points are identified and commented on in relation to the authors own research findings. This includes an analysis of how successful face‐to‐face interactions can be used to build relationships. This article synthesizes and critically evaluates the role of relationship marketing in business and poses the key question on partnership development that many business managers are struggling with today: why bother? Throughout, the authors have made suggestions for relationship marketing managers on how relationship performance may be improved at strategic management and operational levels.Relationship marketing: why bother?
Tracy G. Harwood, Tony Garry
Handbook of Business Strategy, Vol. 7, No. 1, pp.107-111

This paper provides a general review of relationship marketing, its application to a business‐to‐business context and examines reasons for its failure.

Reporting on the literature and two separate research investigations undertaken by the authors, research suggests there are few companies that succeed in developing relationship‐marketing programs that produce significant benefits to both parties. Discussion of theoretical aspects on relationship marketing is followed by examination of evidence from research.

A series of potential failure points are identified and commented on in relation to the authors own research findings. This includes an analysis of how successful face‐to‐face interactions can be used to build relationships.

This article synthesizes and critically evaluates the role of relationship marketing in business and poses the key question on partnership development that many business managers are struggling with today: why bother? Throughout, the authors have made suggestions for relationship marketing managers on how relationship performance may be improved at strategic management and operational levels.

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Relationship marketing: why bother?10.1108/10775730610618701Handbook of Business Strategy2006-01-01© 2006 Tracy G. HarwoodTony GarryHandbook of Business Strategy712006-01-0110.1108/10775730610618701https://www.emerald.com/insight/content/doi/10.1108/10775730610618701/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
From strategy to e‐strategy: lessons from two success storieshttps://www.emerald.com/insight/content/doi/10.1108/10775730610618710/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper examines the strategic approach of two exemplar internet firms belonging to the first generation of dot.coms. The analysis identifies and compares their corporate strategic approach as one of the factors that helped these companies to escape the internet disaster and maintain their market leadership for more than ten years. The study develops a methodological process for identification of growth‐oriented strategic decisions taken and implemented by the two internet corporations in a period of five years. The strategic decisions were classified and compared based on the methodology proposed by I. Ansoff. The classification and comparison of the strategic course of the two firms reveals interesting similarities in their managerial approach and deviation from traditional strategic procedures and thinking. The most important conclusion is that successful firms in a market with low entry barriers maintain their market leadership by focusing on short‐term rather than long‐term competitive advantages. Such a strategy requires managerial flexibility and deviation from traditional strategic practices and thinking. Further research is required in order to obtain a more comprehensive picture of the strategic practices of successful virtual firms as well as in order to identify the critical differences between the online and the physical strategic practices. Focusing on short‐term competitive positions as a strategy for survival and success in the virtual marketplace requires the continuous critical analysis of the external environment, efficient decision‐making processes and focus on continuous innovation and transformation. The paper illustrates scientific evidence that transformation and innovation are the strategies most likely to contribute to the long‐term survival and success in unpredictable, sometimes chaotic and certainly fast evolving marketplaces like the internet One could assume that the findings could apply to physical markets characterized by evolution and change.From strategy to e‐strategy: lessons from two success stories
Efthymios Constantinides
Handbook of Business Strategy, Vol. 7, No. 1, pp.113-119

This paper examines the strategic approach of two exemplar internet firms belonging to the first generation of dot.coms. The analysis identifies and compares their corporate strategic approach as one of the factors that helped these companies to escape the internet disaster and maintain their market leadership for more than ten years.

The study develops a methodological process for identification of growth‐oriented strategic decisions taken and implemented by the two internet corporations in a period of five years. The strategic decisions were classified and compared based on the methodology proposed by I. Ansoff.

The classification and comparison of the strategic course of the two firms reveals interesting similarities in their managerial approach and deviation from traditional strategic procedures and thinking. The most important conclusion is that successful firms in a market with low entry barriers maintain their market leadership by focusing on short‐term rather than long‐term competitive advantages. Such a strategy requires managerial flexibility and deviation from traditional strategic practices and thinking.

Further research is required in order to obtain a more comprehensive picture of the strategic practices of successful virtual firms as well as in order to identify the critical differences between the online and the physical strategic practices.

Focusing on short‐term competitive positions as a strategy for survival and success in the virtual marketplace requires the continuous critical analysis of the external environment, efficient decision‐making processes and focus on continuous innovation and transformation.

The paper illustrates scientific evidence that transformation and innovation are the strategies most likely to contribute to the long‐term survival and success in unpredictable, sometimes chaotic and certainly fast evolving marketplaces like the internet One could assume that the findings could apply to physical markets characterized by evolution and change.

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From strategy to e‐strategy: lessons from two success stories10.1108/10775730610618710Handbook of Business Strategy2006-01-01© 2006 Efthymios ConstantinidesHandbook of Business Strategy712006-01-0110.1108/10775730610618710https://www.emerald.com/insight/content/doi/10.1108/10775730610618710/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Ulcer‐free product developmenthttps://www.emerald.com/insight/content/doi/10.1108/10775730610618729/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestTo help people who are responsible for product management to avoid risks that often derail a product. Increase the success of a product by making better decisions. Critical decisions of product development are outlined and solutions are given in the form of examples taken by other organizations. Decisions made early with more information led to cost savings, higher return and lower occurrences of product failures. Risk can be significantly lowered while gains increased. Product development strategy and management courses may need to incorporate CI as an integral part of their educational studies. A greater awareness of the critical decisions points in the product development process forces the need for greater competitive intelligence needs. Useful for strategic product managers, executives overseeing product management and product development managers.Ulcer‐free product development
Darrell Mockus
Handbook of Business Strategy, Vol. 7, No. 1, pp.121-124

To help people who are responsible for product management to avoid risks that often derail a product. Increase the success of a product by making better decisions.

Critical decisions of product development are outlined and solutions are given in the form of examples taken by other organizations.

Decisions made early with more information led to cost savings, higher return and lower occurrences of product failures. Risk can be significantly lowered while gains increased.

Product development strategy and management courses may need to incorporate CI as an integral part of their educational studies.

A greater awareness of the critical decisions points in the product development process forces the need for greater competitive intelligence needs. Useful for strategic product managers, executives overseeing product management and product development managers.

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Ulcer‐free product development10.1108/10775730610618729Handbook of Business Strategy2006-01-01© 2006 Darrell MockusHandbook of Business Strategy712006-01-0110.1108/10775730610618729https://www.emerald.com/insight/content/doi/10.1108/10775730610618729/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
The role of marketing intelligence officers in strategy formulation and implementationhttps://www.emerald.com/insight/content/doi/10.1108/10775730610618738/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis article highlights the role that marketing intelligence officers need to fulfill if they are to assist marketing strategists in a broad range of duties. The marketing literature incorporates several bodies of knowledge, and reference is made to corporate security and the work of organized criminal syndicates. The topics covered will be relevant to both academic researchers and practising managers. The work is based on a review of a wide literature and various established and futuristic concerns have been highlighted. The paper can be viewed as a critical appreciation. Marketing intelligence officers need to be given a wider role in order that they engage more fully in the analysis and interpretation of data and information. Marketing intelligence officers need to develop their skill and knowledge base, and adopt a proactive stance to strategy formulation and implementation. By raising their profile, marketing intelligence officers will be able to seek out future management challenges. Senior managers need to put in place an effective corporate security system. There is a need to establish how facilitating technology such as the internet is going to transform the working environment for marketing staff. Marketing intelligence officers need to undertake research in order to establish how consumer groups and associations exercise their power. Senior marketing managers need to ensure that more attention is given to management development programs for marketing intelligence officers. The customer service management process needs to match more closely customer expectations with customer satisfaction levels. A company’s vulnerability is highlighted and corporate security is linked to marketing. The usefulness of marketing intelligence systems and processes are made public, and so too is the strategic marketing concept.The role of marketing intelligence officers in strategy formulation and implementation
Peter R.J. Trim, Yang‐Im Lee
Handbook of Business Strategy, Vol. 7, No. 1, pp.125-130

This article highlights the role that marketing intelligence officers need to fulfill if they are to assist marketing strategists in a broad range of duties. The marketing literature incorporates several bodies of knowledge, and reference is made to corporate security and the work of organized criminal syndicates. The topics covered will be relevant to both academic researchers and practising managers.

The work is based on a review of a wide literature and various established and futuristic concerns have been highlighted. The paper can be viewed as a critical appreciation.

Marketing intelligence officers need to be given a wider role in order that they engage more fully in the analysis and interpretation of data and information. Marketing intelligence officers need to develop their skill and knowledge base, and adopt a proactive stance to strategy formulation and implementation. By raising their profile, marketing intelligence officers will be able to seek out future management challenges. Senior managers need to put in place an effective corporate security system.

There is a need to establish how facilitating technology such as the internet is going to transform the working environment for marketing staff. Marketing intelligence officers need to undertake research in order to establish how consumer groups and associations exercise their power.

Senior marketing managers need to ensure that more attention is given to management development programs for marketing intelligence officers. The customer service management process needs to match more closely customer expectations with customer satisfaction levels.

A company’s vulnerability is highlighted and corporate security is linked to marketing. The usefulness of marketing intelligence systems and processes are made public, and so too is the strategic marketing concept.

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The role of marketing intelligence officers in strategy formulation and implementation10.1108/10775730610618738Handbook of Business Strategy2006-01-01© 2006 Peter R.J. TrimYang‐Im LeeHandbook of Business Strategy712006-01-0110.1108/10775730610618738https://www.emerald.com/insight/content/doi/10.1108/10775730610618738/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
The high‐performance organization: making good decisions and making them happenhttps://www.emerald.com/insight/content/doi/10.1108/10775730610618747/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestTo demonstrate that high performance in organizations results from their being decision‐driven. Executives from 365 companies in seven countries were surveyed. More than 40 high‐performance companies were then interviewed. Industry leaders in the study were compared with trailing competitors, while transformations where organizational change was clearly a leading factor were also examined in depth. More broadly, the article draws on the experience of more than 1,000 organization cases for more than 500. The findings were that only 15 percent of companies have an organization that helps them outperform and that these companies are differentiated by the quality of their decision‐making – and their ability to repeatedly implement their decisions successfully. Successful implementation depends on an integrated organizational system that aligns five attributes – leadership, accountability, people, frontline execution and a performance culture. This research has lead to the development of a scorecard to measure organizational effectiveness. This enables companies to benchmark their performance against the 365 businesses in the survey. The scorecard gauges agreement (on a one‐to‐four scale) among managers and employees with ten key statements that reflect the five attributes of high performance. The article will help focus company leaders on the organizational issues that drive high performance. In addition to identifying the key attributes of high performance, it presents an organizational effectiveness scorecard to isolate the causes of underperformance and guide change. It should be of value to all management levels from the chief executive to front line staff.The high‐performance organization: making good decisions and making them happen
Paul Rogers, Marcia Blenko
Handbook of Business Strategy, Vol. 7, No. 1, pp.133-142

To demonstrate that high performance in organizations results from their being decision‐driven.

Executives from 365 companies in seven countries were surveyed. More than 40 high‐performance companies were then interviewed. Industry leaders in the study were compared with trailing competitors, while transformations where organizational change was clearly a leading factor were also examined in depth. More broadly, the article draws on the experience of more than 1,000 organization cases for more than 500.

The findings were that only 15 percent of companies have an organization that helps them outperform and that these companies are differentiated by the quality of their decision‐making – and their ability to repeatedly implement their decisions successfully. Successful implementation depends on an integrated organizational system that aligns five attributes – leadership, accountability, people, frontline execution and a performance culture.

This research has lead to the development of a scorecard to measure organizational effectiveness. This enables companies to benchmark their performance against the 365 businesses in the survey. The scorecard gauges agreement (on a one‐to‐four scale) among managers and employees with ten key statements that reflect the five attributes of high performance.

The article will help focus company leaders on the organizational issues that drive high performance. In addition to identifying the key attributes of high performance, it presents an organizational effectiveness scorecard to isolate the causes of underperformance and guide change. It should be of value to all management levels from the chief executive to front line staff.

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The high‐performance organization: making good decisions and making them happen10.1108/10775730610618747Handbook of Business Strategy2006-01-01© 2006 Paul RogersMarcia BlenkoHandbook of Business Strategy712006-01-0110.1108/10775730610618747https://www.emerald.com/insight/content/doi/10.1108/10775730610618747/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Strategic innovation: a new perspective on strategic managementhttps://www.emerald.com/insight/content/doi/10.1108/10775730610618756/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of the paper is to define the emerging concept of strategic innovation. This is achieved by means of a literature review and discussion of the literature. The concept is defined in precise and measureble terms. It is now possible and much necessary to conduct empirical research on strategic innovation in order to test and strengthen the definition. The definition is related to empirical praxis and can be used to test or analyze the practice of management. A useful and practical definition aimed to creating future research.Strategic innovation: a new perspective on strategic management
Anders Drejer
Handbook of Business Strategy, Vol. 7, No. 1, pp.143-147

The purpose of the paper is to define the emerging concept of strategic innovation.

This is achieved by means of a literature review and discussion of the literature.

The concept is defined in precise and measureble terms.

It is now possible and much necessary to conduct empirical research on strategic innovation in order to test and strengthen the definition.

The definition is related to empirical praxis and can be used to test or analyze the practice of management.

A useful and practical definition aimed to creating future research.

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Strategic innovation: a new perspective on strategic management10.1108/10775730610618756Handbook of Business Strategy2006-01-01© 2006 Anders DrejerHandbook of Business Strategy712006-01-0110.1108/10775730610618756https://www.emerald.com/insight/content/doi/10.1108/10775730610618756/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Hoshin planning: strategy of a different kindhttps://www.emerald.com/insight/content/doi/10.1108/10775730610618765/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestOne of the key miracles of Japan’s success in dominating international markets for such a long period of time is their approach to strategic planning. This article talks about their success. It first presents the origins, definition and methodology involved in Hoshin, contrasts it with other approaches to strategic planning and argues the case by demonstrating how Hoshin can be integrated with total quality management and performance measurement, two essential requirements for modern business practice. The paper covers various best practice case studies and concludes with a roadmap for the effective implementation of Hoshin. The spread of Hosin planning from Japan to the USA has been well documented. The uptake of Hoshin in the West seems on the whole to be associated with organizations that are advocating the use of total quality management. This is an “implicit” consideration that Japanese corporations make, having always based their approach to doing business on the use of quality methods and techniques. Several case studies of the successful implementation of this pioneering concept are illustrated and a proposed roadmap of Implementing Hoshin Planning is discussed. The roadmap is meant to assist organizations of different sizes and from different sectors, manage their strategic thinking more effectively.Hoshin planning: strategy of a different kind
Mohamed Zairi
Handbook of Business Strategy, Vol. 7, No. 1, pp.149-159

One of the key miracles of Japan’s success in dominating international markets for such a long period of time is their approach to strategic planning. This article talks about their success.

It first presents the origins, definition and methodology involved in Hoshin, contrasts it with other approaches to strategic planning and argues the case by demonstrating how Hoshin can be integrated with total quality management and performance measurement, two essential requirements for modern business practice. The paper covers various best practice case studies and concludes with a roadmap for the effective implementation of Hoshin.

The spread of Hosin planning from Japan to the USA has been well documented. The uptake of Hoshin in the West seems on the whole to be associated with organizations that are advocating the use of total quality management. This is an “implicit” consideration that Japanese corporations make, having always based their approach to doing business on the use of quality methods and techniques.

Several case studies of the successful implementation of this pioneering concept are illustrated and a proposed roadmap of Implementing Hoshin Planning is discussed. The roadmap is meant to assist organizations of different sizes and from different sectors, manage their strategic thinking more effectively.

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Hoshin planning: strategy of a different kind10.1108/10775730610618765Handbook of Business Strategy2006-01-01© 2006 Mohamed ZairiHandbook of Business Strategy712006-01-0110.1108/10775730610618765https://www.emerald.com/insight/content/doi/10.1108/10775730610618765/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Managing risky business: the case of Jardine Matheson & Companyhttps://www.emerald.com/insight/content/doi/10.1108/10775730610618774/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestJardine Matheson & Company is a Hong Kong multi‐industry conglomerate that has gone through political upheaval, global and regional economic crises, and has survived and transformed itself several times in the process, using unique governance schemes and financial performance measures to manage risk and volatility. This research paper answers the following question: how do firms manage risk? Can firms effectively use governance and financial measurements to manage risk? Is this a distinctive capability that contributes to competitive advantage and sustainability? The analysis reveals the extent to which Jardine Matheson adapted to changes in the environment and learned from failure to manage risk. The research is analytical, observational and interpretive. The analytic approach is generalizable and provides insight useful to scholars and practitioners. Firms seeking to reduce the volatility in their businesses (or in their stratregic business units) might restructure to allow low beta businesses to manage higher beta businesses, as in the case of Jardine Matheson & Company. The research findings communicated here present a picture of Jardine Matheson’s ability to acquire, integrate and apply knowledge to manage risk and volatility of high beta businesses.Managing risky business: the case of Jardine Matheson & Company
Carol Connell
Handbook of Business Strategy, Vol. 7, No. 1, pp.161-167

Jardine Matheson & Company is a Hong Kong multi‐industry conglomerate that has gone through political upheaval, global and regional economic crises, and has survived and transformed itself several times in the process, using unique governance schemes and financial performance measures to manage risk and volatility.

This research paper answers the following question: how do firms manage risk? Can firms effectively use governance and financial measurements to manage risk? Is this a distinctive capability that contributes to competitive advantage and sustainability?

The analysis reveals the extent to which Jardine Matheson adapted to changes in the environment and learned from failure to manage risk.

The research is analytical, observational and interpretive. The analytic approach is generalizable and provides insight useful to scholars and practitioners.

Firms seeking to reduce the volatility in their businesses (or in their stratregic business units) might restructure to allow low beta businesses to manage higher beta businesses, as in the case of Jardine Matheson & Company.

The research findings communicated here present a picture of Jardine Matheson’s ability to acquire, integrate and apply knowledge to manage risk and volatility of high beta businesses.

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Managing risky business: the case of Jardine Matheson & Company10.1108/10775730610618774Handbook of Business Strategy2006-01-01© 2006 Carol ConnellHandbook of Business Strategy712006-01-0110.1108/10775730610618774https://www.emerald.com/insight/content/doi/10.1108/10775730610618774/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Winning through strategic communities: a case studyhttps://www.emerald.com/insight/content/doi/10.1108/10775730610618783/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestAims to provide new practical viewpoints regarding the knowledge management and leadership theory of corporate innovation through an in‐depth case study. Argues that community leaders can develop a business concept of a strategic community comprised of diverse types of business and process to achieve business innovation. Studies a mobile phone business in Japan towards mobile multimedia revolution that illustrates the new product and service development as an instance of the latest business case of networked strategic communities. Community leaders serve an important function in creating networked strategic communities. The case study shows how community leaders have created networked strategic communities in which telecom carrier, contents providers, terminal manufacturers, platform vendors and international carriers take part in the business development of new mobile multimedia services. Provides new practical viewpoints regarding the knowledge management and leadership theory of corporate innovation.Winning through strategic communities: a case study
Mitsuru Kodama
Handbook of Business Strategy, Vol. 7, No. 1, pp.169-177

Aims to provide new practical viewpoints regarding the knowledge management and leadership theory of corporate innovation through an in‐depth case study.

Argues that community leaders can develop a business concept of a strategic community comprised of diverse types of business and process to achieve business innovation. Studies a mobile phone business in Japan towards mobile multimedia revolution that illustrates the new product and service development as an instance of the latest business case of networked strategic communities.

Community leaders serve an important function in creating networked strategic communities. The case study shows how community leaders have created networked strategic communities in which telecom carrier, contents providers, terminal manufacturers, platform vendors and international carriers take part in the business development of new mobile multimedia services.

Provides new practical viewpoints regarding the knowledge management and leadership theory of corporate innovation.

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Winning through strategic communities: a case study10.1108/10775730610618783Handbook of Business Strategy2006-01-01© 2006 Mitsuru KodamaHandbook of Business Strategy712006-01-0110.1108/10775730610618783https://www.emerald.com/insight/content/doi/10.1108/10775730610618783/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
From hindsight to foresight in strategic cost managementhttps://www.emerald.com/insight/content/doi/10.1108/10775730610618792/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestTo show how we can turn cost management practices around and look forward, concentrate on managing risks and costs before they occur. The paper expands my PhD work, which was a synthesis of three major ideas (life‐cycle costing, activity‐based costing and Monte Carlo methods), design of an approach and testing the approach in many real‐life cases. This paper is to show how this method adds utility in strategic cost management. My research so far shows that the approach adds the intended value in cost management in general and in strategic cost management in particular. Since the method has been tested in many settings and rests on well‐tested theory serious limitations are avoided. However, future research should focus on how the method can be simplified and applied in budgeting, i.e. become more operational/tactical. The main practical implication is that cost management practices need to become less historically oriented and more forward looking so that costs can be eliminated and not just reported. How this can be achieved is shown in practical application. Both researchers and practitioners can benefit from this paper in that they can see how the merger of Monte Carlo methods, life‐cycle costing and activity‐based costing reduce the need for accurate numbers and improve the quality of cost management in general.From hindsight to foresight in strategic cost management
Jan Emblemsvåg
Handbook of Business Strategy, Vol. 7, No. 1, pp.179-186

To show how we can turn cost management practices around and look forward, concentrate on managing risks and costs before they occur.

The paper expands my PhD work, which was a synthesis of three major ideas (life‐cycle costing, activity‐based costing and Monte Carlo methods), design of an approach and testing the approach in many real‐life cases. This paper is to show how this method adds utility in strategic cost management.

My research so far shows that the approach adds the intended value in cost management in general and in strategic cost management in particular.

Since the method has been tested in many settings and rests on well‐tested theory serious limitations are avoided. However, future research should focus on how the method can be simplified and applied in budgeting, i.e. become more operational/tactical.

The main practical implication is that cost management practices need to become less historically oriented and more forward looking so that costs can be eliminated and not just reported. How this can be achieved is shown in practical application.

Both researchers and practitioners can benefit from this paper in that they can see how the merger of Monte Carlo methods, life‐cycle costing and activity‐based costing reduce the need for accurate numbers and improve the quality of cost management in general.

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From hindsight to foresight in strategic cost management10.1108/10775730610618792Handbook of Business Strategy2006-01-01© 2006 Jan EmblemsvågHandbook of Business Strategy712006-01-0110.1108/10775730610618792https://www.emerald.com/insight/content/doi/10.1108/10775730610618792/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Making strategic planning work: a case study of Countrywide Financialhttps://www.emerald.com/insight/content/doi/10.1108/10775730610618800/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestStrategic planning is a misunderstood and maligned managerial tool. Most organizations have tried it but relatively few actually achieve success in strategic planning. The experience of Countrywide Financial Corporation demonstrates how strategic planning can be used as a key lever for change and describes the benefits that accrued to it through this process. Stanford Kurland, the Company’s COO, engaged Eric Flamholtz to assist with developing a more sophisticated approach to strategic planning at Countrywide. Flamholtz introduced: a template for organizational assessment and development; and a systematic process for strategic planning that had been applied elsewhere with considerable success. The new planning process s became a corporate priority. The planning system has also led to a variety of other significant organizational benefits including: a constructive forum for elevating management’s focus from tactical and operational concerns to broader strategic challenges; a shift away from a “silo mentality” to a “Countrywide perspective”; a clear set of priorities to guide operating unit activities and decision‐making; measurable objectives that emphasize linkages across organizational boundaries; and greater understanding and communication of the plan throughout the organization. Kurland was focused on longer‐range issues for the company, but most of the other members of Countrywide’s senior management were more focused on short‐term competitive success in their own divisions. It led to significant changes and benefits at Countrywide, including a strategic shift in corporate direction.Making strategic planning work: a case study of Countrywide Financial
Eric Flamholtz, Stanford Kurland
Handbook of Business Strategy, Vol. 7, No. 1, pp.187-193

Strategic planning is a misunderstood and maligned managerial tool. Most organizations have tried it but relatively few actually achieve success in strategic planning.

The experience of Countrywide Financial Corporation demonstrates how strategic planning can be used as a key lever for change and describes the benefits that accrued to it through this process. Stanford Kurland, the Company’s COO, engaged Eric Flamholtz to assist with developing a more sophisticated approach to strategic planning at Countrywide. Flamholtz introduced: a template for organizational assessment and development; and a systematic process for strategic planning that had been applied elsewhere with considerable success. The new planning process s became a corporate priority.

The planning system has also led to a variety of other significant organizational benefits including: a constructive forum for elevating management’s focus from tactical and operational concerns to broader strategic challenges; a shift away from a “silo mentality” to a “Countrywide perspective”; a clear set of priorities to guide operating unit activities and decision‐making; measurable objectives that emphasize linkages across organizational boundaries; and greater understanding and communication of the plan throughout the organization.

Kurland was focused on longer‐range issues for the company, but most of the other members of Countrywide’s senior management were more focused on short‐term competitive success in their own divisions. It led to significant changes and benefits at Countrywide, including a strategic shift in corporate direction.

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Making strategic planning work: a case study of Countrywide Financial10.1108/10775730610618800Handbook of Business Strategy2006-01-01© 2006 Eric FlamholtzStanford KurlandHandbook of Business Strategy712006-01-0110.1108/10775730610618800https://www.emerald.com/insight/content/doi/10.1108/10775730610618800/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Enhancing strategic capitalhttps://www.emerald.com/insight/content/doi/10.1108/10775730610618819/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper provides managers with the understanding and means to assess and exploit the impact of influence‐related social factors on strategic planning and implementation. Background related to enhancing strategic capital is explored, the concept of social capital is introduced, and its effect on strategic capital is described. The need for employee‐inclusive strategic planning is discussed, and the contribution of opinion leaders is explored. Means to visualize network characteristics and identify key players are detailed. Actions available to build on their support or ameliorate their resistance are indicated. This is a practical article covering issue definition through to solution. Strategic organizational initiatives depend for success on the support of the organization’s workforce, and their opinions and attitudes are swayed for better or worse, by core networks of influential peers. These opinion leaders can be identified through network visualization and analysis, and their views explored and addressed. Organizations must adopt an employee‐inclusive approach to strategic planning and implementation. They should utilize a technique such as network visualization and analysis to better understand influence patterns across their organization’s social networks, and to leverage, or deal with, the standpoint of its formal and informal opinion leaders. New ways to ensure the success of strategic initiatives are contributed by articulating the concept of strategic capital and by emphasizing the dependence of its potency on social capital/liability. Further originality stems from addressing how organizations “really work”, and from taking into account the impact of social networks and the influence of informal opinion leaders on strategic capital.Enhancing strategic capital
Peter Smith
Handbook of Business Strategy, Vol. 7, No. 1, pp.195-199

This paper provides managers with the understanding and means to assess and exploit the impact of influence‐related social factors on strategic planning and implementation.

Background related to enhancing strategic capital is explored, the concept of social capital is introduced, and its effect on strategic capital is described. The need for employee‐inclusive strategic planning is discussed, and the contribution of opinion leaders is explored. Means to visualize network characteristics and identify key players are detailed. Actions available to build on their support or ameliorate their resistance are indicated. This is a practical article covering issue definition through to solution.

Strategic organizational initiatives depend for success on the support of the organization’s workforce, and their opinions and attitudes are swayed for better or worse, by core networks of influential peers. These opinion leaders can be identified through network visualization and analysis, and their views explored and addressed.

Organizations must adopt an employee‐inclusive approach to strategic planning and implementation. They should utilize a technique such as network visualization and analysis to better understand influence patterns across their organization’s social networks, and to leverage, or deal with, the standpoint of its formal and informal opinion leaders.

New ways to ensure the success of strategic initiatives are contributed by articulating the concept of strategic capital and by emphasizing the dependence of its potency on social capital/liability. Further originality stems from addressing how organizations “really work”, and from taking into account the impact of social networks and the influence of informal opinion leaders on strategic capital.

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Enhancing strategic capital10.1108/10775730610618819Handbook of Business Strategy2006-01-01© 2006 Peter SmithHandbook of Business Strategy712006-01-0110.1108/10775730610618819https://www.emerald.com/insight/content/doi/10.1108/10775730610618819/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
The ethics of business strategyhttps://www.emerald.com/insight/content/doi/10.1108/10775730610618828/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis chapter examines the linkage between strategy and ethics in business. We examine the implicit assumptions underlying the “business‐as‐war” versus the “business as value creation” models of business strategy. Drawing on the work of sociologists, we lay out the consequences those implicit assumptions have on the conduct of business. We find that the “business‐as‐war” mindset sees corporations as sovereign states engaged in battle against other sovereign states, while the “value creation” mindset sees corporations as institutions engaged in an ongoing journey toward realizing potential, both in terms of capability and service. We further show how these two mindsets evoke different moral systems – a “guardian syndrome” for the “business‐as‐war” mindset and a “commercial syndrome” for the “value creation” mindset. Since both mindsets represent legitimate, though divergent moralities, we conclude that the recent crises in American business do not reflect the lack of morality or ethics. Rather, they reflect an application of an inappropriate morality/ethic dictated by the wrong model of business strategy. This chapter serves executives by advocating a strategic mindset that that is more conducive to ethical business activity, and at the same time, is better suited to meeting the profit imperative and pressure from Wall Street. This chapter serves policy makers by showing that ethical reforms are unlikely to be effective if they simply add stiffer penalties without “changing the game” that executives are playing.The ethics of business strategy
Fred Hansen, Michele Smith
Handbook of Business Strategy, Vol. 7, No. 1, pp.201-206

This chapter examines the linkage between strategy and ethics in business.

We examine the implicit assumptions underlying the “business‐as‐war” versus the “business as value creation” models of business strategy. Drawing on the work of sociologists, we lay out the consequences those implicit assumptions have on the conduct of business.

We find that the “business‐as‐war” mindset sees corporations as sovereign states engaged in battle against other sovereign states, while the “value creation” mindset sees corporations as institutions engaged in an ongoing journey toward realizing potential, both in terms of capability and service. We further show how these two mindsets evoke different moral systems – a “guardian syndrome” for the “business‐as‐war” mindset and a “commercial syndrome” for the “value creation” mindset. Since both mindsets represent legitimate, though divergent moralities, we conclude that the recent crises in American business do not reflect the lack of morality or ethics. Rather, they reflect an application of an inappropriate morality/ethic dictated by the wrong model of business strategy.

This chapter serves executives by advocating a strategic mindset that that is more conducive to ethical business activity, and at the same time, is better suited to meeting the profit imperative and pressure from Wall Street. This chapter serves policy makers by showing that ethical reforms are unlikely to be effective if they simply add stiffer penalties without “changing the game” that executives are playing.

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The ethics of business strategy10.1108/10775730610618828Handbook of Business Strategy2006-01-01© 2006 Fred HansenMichele SmithHandbook of Business Strategy712006-01-0110.1108/10775730610618828https://www.emerald.com/insight/content/doi/10.1108/10775730610618828/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Breakthrough performance: a way out of predicamentshttps://www.emerald.com/insight/content/doi/10.1108/10775730610618837/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestIdentify breakthroughs that must occur and a step‐by‐step process that will enable organizations to achieve improved and sustained results. A systematic process that reveals why organizations fail to achieve improvements, breakthroughs that must occur first before improvements are attempted, and a road map that leads to sustained results. Global predicaments are wider in scope and more difficult to overcome. In dealing with unpredictable change, six reasons were found that prevent sustained improvements. The article shows why and how management must be proactive in meeting competition by creating a competitive level of quality and efficiency that will determine whether their organizations are leaders, followers or failures. The systematic process detailed in this document will address the six specific breakthroughs that must occur first before any formal improvement steps can be taken to assure sustained results. A comprehensive five‐step road map process will then show in detailed sequence how to identify and achieve positive and cultural changes that will sustain major organization‐wide benefits.Breakthrough performance: a way out of predicaments
Joseph A. De Feo
Handbook of Business Strategy, Vol. 7, No. 1, pp.209-218

Identify breakthroughs that must occur and a step‐by‐step process that will enable organizations to achieve improved and sustained results.

A systematic process that reveals why organizations fail to achieve improvements, breakthroughs that must occur first before improvements are attempted, and a road map that leads to sustained results.

Global predicaments are wider in scope and more difficult to overcome. In dealing with unpredictable change, six reasons were found that prevent sustained improvements. The article shows why and how management must be proactive in meeting competition by creating a competitive level of quality and efficiency that will determine whether their organizations are leaders, followers or failures.

The systematic process detailed in this document will address the six specific breakthroughs that must occur first before any formal improvement steps can be taken to assure sustained results. A comprehensive five‐step road map process will then show in detailed sequence how to identify and achieve positive and cultural changes that will sustain major organization‐wide benefits.

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Breakthrough performance: a way out of predicaments10.1108/10775730610618837Handbook of Business Strategy2006-01-01© 2006 Joseph A. De FeoHandbook of Business Strategy712006-01-0110.1108/10775730610618837https://www.emerald.com/insight/content/doi/10.1108/10775730610618837/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Leadership decisions: issues to consider in the global environmenthttps://www.emerald.com/insight/content/doi/10.1108/10775730610618846/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis article is intended to explain a conceptual model that can help to make higher quality decisions in management and in other situations where domestic or international stakeholders should be considered. It is solidly based on the management, leadership and motivation literature and adapts to any situation and culture. To achieve the objective of the article, background for the need of such a model is provided and then, after the model is briefly presented, its use and benefits are demonstrated with an analysis of a hypothetical scenario. The clearest theme that emerged in almost all of the topic areas (of the debate on leadership issues) was some disenchantment with leadership theory and education. The almost universal view seems to be that, while there are many useful aspects to leadership research in identifying characteristics of effective leadership, it has produced little that is of actionable use in helping practicing managers become more effective leaders, or educators provide students with specific guidance. The model helps to ensure that all relevant issues are given thought prior to, and during implementation of a decision. Managers, those with subordinates and those in one‐person functions, as well as individuals who may be in leadership roles on teams or projects, can all gain from developing the habit to ask the questions in the model. The same is true of family members when they have to make important decisions.Leadership decisions: issues to consider in the global environment
Erwin Rausch
Handbook of Business Strategy, Vol. 7, No. 1, pp.219-224

This article is intended to explain a conceptual model that can help to make higher quality decisions in management and in other situations where domestic or international stakeholders should be considered. It is solidly based on the management, leadership and motivation literature and adapts to any situation and culture.

To achieve the objective of the article, background for the need of such a model is provided and then, after the model is briefly presented, its use and benefits are demonstrated with an analysis of a hypothetical scenario.

The clearest theme that emerged in almost all of the topic areas (of the debate on leadership issues) was some disenchantment with leadership theory and education. The almost universal view seems to be that, while there are many useful aspects to leadership research in identifying characteristics of effective leadership, it has produced little that is of actionable use in helping practicing managers become more effective leaders, or educators provide students with specific guidance.

The model helps to ensure that all relevant issues are given thought prior to, and during implementation of a decision. Managers, those with subordinates and those in one‐person functions, as well as individuals who may be in leadership roles on teams or projects, can all gain from developing the habit to ask the questions in the model. The same is true of family members when they have to make important decisions.

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Leadership decisions: issues to consider in the global environment10.1108/10775730610618846Handbook of Business Strategy2006-01-01© 2006 Erwin RauschHandbook of Business Strategy712006-01-0110.1108/10775730610618846https://www.emerald.com/insight/content/doi/10.1108/10775730610618846/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
A major mistake that managers makehttps://www.emerald.com/insight/content/doi/10.1108/10775730610618855/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestOne does not learn from doing something right; one already knows how to do it. By doing something right one gets confirmation of what one already knows but no new knowledge. The fact that schools are more interested in teaching than in learning is apparent from their failure to determine if students learn from their mistakes. This is a critical problem in business schools and in practice in the business world. Errors of omission, lost opportunities, are generally more critical than errors of commission. Organizations fail or decline more frequently because of what they did not do than because of what they did. Many companies remain paralyzed and do not reach their potential. In such companies, no one in senior management is willing to do something that might turn out to be wrong. Every one of them wants someone else to assume responsibility for whatever they try. As a result, significant changes are seldom made.A major mistake that managers make
Russell L. Ackoff
Handbook of Business Strategy, Vol. 7, No. 1, pp.225-227

One does not learn from doing something right; one already knows how to do it. By doing something right one gets confirmation of what one already knows but no new knowledge. The fact that schools are more interested in teaching than in learning is apparent from their failure to determine if students learn from their mistakes. This is a critical problem in business schools and in practice in the business world.

Errors of omission, lost opportunities, are generally more critical than errors of commission. Organizations fail or decline more frequently because of what they did not do than because of what they did.

Many companies remain paralyzed and do not reach their potential. In such companies, no one in senior management is willing to do something that might turn out to be wrong. Every one of them wants someone else to assume responsibility for whatever they try. As a result, significant changes are seldom made.

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A major mistake that managers make10.1108/10775730610618855Handbook of Business Strategy2006-01-01© 2006 Russell L. AckoffHandbook of Business Strategy712006-01-0110.1108/10775730610618855https://www.emerald.com/insight/content/doi/10.1108/10775730610618855/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Getting engaged: an inclusive approach to strategy developmenthttps://www.emerald.com/insight/content/doi/10.1108/10775730610618864/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestPurpose – To share with your readership a new approach to engaging an organization in strategy development while also aligning the strategy with the desired culture. Design/methodology/approach – The approach involves the use of multiple cross‐functional and cross‐organizational teams at all levels to collaboratively tackle the task of strategy development, including definition and launch of efforts to create a winning culture aligned with the strategy being developed. Findings – Fully engaging a cross section of the organization (rather than delegating it to internal heads of strategic planning or outside consultants) increases buy‐in and support for the strategy as well as understanding of the strategy and the strategic context. Utilizing a variety of alternative scenarios in strategy development helps in creating winning strategies under conditions of uncertainty. And coupling the development of strategy with the launch of initiatives that begin building elements of a “winning culture” helps create a strategy tailored to an environment that itself becomes a sourced of sustainable competitive advantage. Practical implications – While the task of developing a strategy while undergoing the beginnings of a cultural change process is challenging, the level of buy‐in, understanding, support, and sustainability of the strategy makes the effort worthwhile and the strategy both implementable and advantaged. Originality/value – Recognizing the power of a strategy developed by an organization (rather than delivered in final form to the organization) and a strategy that is grounded on the goal of creating and sustaining a winning culture will allow organizations to design and implement truly winning strategies.Getting engaged: an inclusive approach to strategy development
David Calfee
Handbook of Business Strategy, Vol. 7, No. 1, pp.229-234
Purpose – To share with your readership a new approach to engaging an organization in strategy development while also aligning the strategy with the desired culture. Design/methodology/approach – The approach involves the use of multiple cross‐functional and cross‐organizational teams at all levels to collaboratively tackle the task of strategy development, including definition and launch of efforts to create a winning culture aligned with the strategy being developed. Findings – Fully engaging a cross section of the organization (rather than delegating it to internal heads of strategic planning or outside consultants) increases buy‐in and support for the strategy as well as understanding of the strategy and the strategic context. Utilizing a variety of alternative scenarios in strategy development helps in creating winning strategies under conditions of uncertainty. And coupling the development of strategy with the launch of initiatives that begin building elements of a “winning culture” helps create a strategy tailored to an environment that itself becomes a sourced of sustainable competitive advantage. Practical implications – While the task of developing a strategy while undergoing the beginnings of a cultural change process is challenging, the level of buy‐in, understanding, support, and sustainability of the strategy makes the effort worthwhile and the strategy both implementable and advantaged. Originality/value – Recognizing the power of a strategy developed by an organization (rather than delivered in final form to the organization) and a strategy that is grounded on the goal of creating and sustaining a winning culture will allow organizations to design and implement truly winning strategies.]]>
Getting engaged: an inclusive approach to strategy development10.1108/10775730610618864Handbook of Business Strategy2006-01-01© 2006 David CalfeeHandbook of Business Strategy712006-01-0110.1108/10775730610618864https://www.emerald.com/insight/content/doi/10.1108/10775730610618864/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Management by values (MBV): a new philosophy for a new economic orderhttps://www.emerald.com/insight/content/doi/10.1108/10775730610618873/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper is aimed at presenting a conceptual model of managing by values (MBV) as an important philosophical and practical framework for leaders and managers of organizations use in today’s work environment. We briefly discuss the evolution of management from that of management by instruction (MBI) to management by objectives (MBO) and finally management by values (MBV). We outline the trends and examples of two influential organizations focusing on values and finally provide a MBV as critical and needed method that has been used in Spain and extensively in Cuba. Although this is a conceptual article, we have included some practical examples where MBV has been used and also some research that has been conducted using this model on MBA students across business schools across the globe. We present the three major dimensions of MBV (economical‐pragmatic, ethical, and emotional‐developmental). These dimensions were derived from research and practice using MBV in organizations and business schools. In this article, we present a new management philosophy and practice that is pertinent to organizational leaders and managers in the twenty‐first century. We believe that MBA is not only an important method but also one that is very needed for organizations today. We believe this system of values is core to organizational success and development as it is critical to both practitioners and researchers.Management by values (MBV): a new philosophy for a new economic order
Simon L. Dolan, Bonnie A. Richley
Handbook of Business Strategy, Vol. 7, No. 1, pp.235-238

This paper is aimed at presenting a conceptual model of managing by values (MBV) as an important philosophical and practical framework for leaders and managers of organizations use in today’s work environment. We briefly discuss the evolution of management from that of management by instruction (MBI) to management by objectives (MBO) and finally management by values (MBV). We outline the trends and examples of two influential organizations focusing on values and finally provide a MBV as critical and needed method that has been used in Spain and extensively in Cuba.

Although this is a conceptual article, we have included some practical examples where MBV has been used and also some research that has been conducted using this model on MBA students across business schools across the globe.

We present the three major dimensions of MBV (economical‐pragmatic, ethical, and emotional‐developmental). These dimensions were derived from research and practice using MBV in organizations and business schools.

In this article, we present a new management philosophy and practice that is pertinent to organizational leaders and managers in the twenty‐first century. We believe that MBA is not only an important method but also one that is very needed for organizations today. We believe this system of values is core to organizational success and development as it is critical to both practitioners and researchers.

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Management by values (MBV): a new philosophy for a new economic order10.1108/10775730610618873Handbook of Business Strategy2006-01-01© 2006 Simon L. DolanBonnie A. RichleyHandbook of Business Strategy712006-01-0110.1108/10775730610618873https://www.emerald.com/insight/content/doi/10.1108/10775730610618873/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
A strategic framework to achieve stellar resultshttps://www.emerald.com/insight/content/doi/10.1108/10775730610618882/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestPresent the selection of strategy as a new filter for examining leadership effectiveness. This paper relies on the ability to discern business priorities and the ability to integrate them into a sound strategy. Data collection from 2,000 leaders was collected via assessment to determine how many priorities were in use at one point in time. The study found that 45 percent of the leaders used one priority to set their goals/visions/actions and 31 percent used two of the six priorities associated with the organizational life cycle framework. Research limitations/implications – This research suggests that the priority framework should be used in conjunction with a competency analysis and style assessment to develop an understanding of leadership effectiveness The practical implications are that leaders can identify the priority mindset that others are using to evaluate the level of their commitment to a strategy. Unlike other frameworks which have to use an inventory or assessment, this framework enables a leader to ask questions to deduce the driving priorities and use it to achieve results. This research applies to leaders in various size organizations.A strategic framework to achieve stellar results
Mary Lippitt
Handbook of Business Strategy, Vol. 7, No. 1, pp.239-242

Present the selection of strategy as a new filter for examining leadership effectiveness.

This paper relies on the ability to discern business priorities and the ability to integrate them into a sound strategy. Data collection from 2,000 leaders was collected via assessment to determine how many priorities were in use at one point in time.

The study found that 45 percent of the leaders used one priority to set their goals/visions/actions and 31 percent used two of the six priorities associated with the organizational life cycle framework. Research limitations/implications – This research suggests that the priority framework should be used in conjunction with a competency analysis and style assessment to develop an understanding of leadership effectiveness

The practical implications are that leaders can identify the priority mindset that others are using to evaluate the level of their commitment to a strategy. Unlike other frameworks which have to use an inventory or assessment, this framework enables a leader to ask questions to deduce the driving priorities and use it to achieve results.

This research applies to leaders in various size organizations.

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A strategic framework to achieve stellar results10.1108/10775730610618882Handbook of Business Strategy2006-01-01© 2006 Mary LippittHandbook of Business Strategy712006-01-0110.1108/10775730610618882https://www.emerald.com/insight/content/doi/10.1108/10775730610618882/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Strategic roles for model leadershttps://www.emerald.com/insight/content/doi/10.1108/10775730610618891/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestDefine the unique aspects of the roles that the leaders have played in the most successful organizations. In‐depth interviews with CEOs and their top officers in companies whose stocks had greatly and repeatedly outperformed competitors and other companies in North America during the prior three years while that CEO held the job over the period from 1989‐2001. CEOs directed their companies to repeatedly improve their business models on a three‐four year frequency and set a good example of encouraging new business models. Future research should continue this methodology to update what best practices are and expand the universe to include more companies that are based outside of North America. CEOs need to shift their focus from increasing the effectiveness and efficiency of their existing business models to supplementing and replacing those models on a frequent basis. Identifies a major new source of strategic leadership value added in the CEO’s attention to creating processes and encouraging efforts for business model innovation. This information will be helpful to those who are CEOs, aspire to be CEOs, and recruit CEOs and the company directors who select and evaluate CEOs.Strategic roles for model leaders
Donald W. Mitchell
Handbook of Business Strategy, Vol. 7, No. 1, pp.243-247

Define the unique aspects of the roles that the leaders have played in the most successful organizations.

In‐depth interviews with CEOs and their top officers in companies whose stocks had greatly and repeatedly outperformed competitors and other companies in North America during the prior three years while that CEO held the job over the period from 1989‐2001.

CEOs directed their companies to repeatedly improve their business models on a three‐four year frequency and set a good example of encouraging new business models.

Future research should continue this methodology to update what best practices are and expand the universe to include more companies that are based outside of North America.

CEOs need to shift their focus from increasing the effectiveness and efficiency of their existing business models to supplementing and replacing those models on a frequent basis.

Identifies a major new source of strategic leadership value added in the CEO’s attention to creating processes and encouraging efforts for business model innovation. This information will be helpful to those who are CEOs, aspire to be CEOs, and recruit CEOs and the company directors who select and evaluate CEOs.

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Strategic roles for model leaders10.1108/10775730610618891Handbook of Business Strategy2006-01-01© 2006 Donald W. MitchellHandbook of Business Strategy712006-01-0110.1108/10775730610618891https://www.emerald.com/insight/content/doi/10.1108/10775730610618891/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Why today’s corporate cultures must changehttps://www.emerald.com/insight/content/doi/10.1108/10775730610618909/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis article examines how certain historical forces – the scientific revolution and “scientific management” – have created a legacy of organizational “design DNA” that can create only organizational machines: good at execution, but poor at innovation and change. Next, it examines leadership and management practices that can overcome this legacy and create a climate of corporate creativity. The article traces the effect of the scientific revolution and “scientific management” on deeply‐embedded cultural assumptions about the nature and purpose of organizations, leadership, and work. It argues that those assumptions drive an overwhelming organizational bias toward rationality, uniformity, stability, continuity, predictability and control, all of which militate against diversity, creativity, adaptation and change. Then the article describes a transformation in leadership and management practices that can overcome this historical legacy and create a culture of corporate creativity. The article calls on executives to: adopt an adult‐to‐adult (mutual partnering) relationship with the workforce, treating employees as independent, highly capable, unique adults; build social systems that maximize both social differentiation and social integration; build a culture that rewards creativity and creative (right‐brained) people; build alignment on a mutually‐shared “deep purpose”; and unite in community with the workforce. Originality/value – This article argues that sustainable profound innovation is possible only if formal innovation processes are accompanied by a fundamentally new paradigm for leadership and management. Its goal is a workforce primed for sustainable performance and innovation excellence; its foundation is an ultra‐high‐engagement, ultra‐high‐inclusion culture based on an adult‐to‐adult, mutual partnering relationships.Why today’s corporate cultures must change
Dean Robb
Handbook of Business Strategy, Vol. 7, No. 1, pp.249-252

This article examines how certain historical forces – the scientific revolution and “scientific management” – have created a legacy of organizational “design DNA” that can create only organizational machines: good at execution, but poor at innovation and change. Next, it examines leadership and management practices that can overcome this legacy and create a climate of corporate creativity.

The article traces the effect of the scientific revolution and “scientific management” on deeply‐embedded cultural assumptions about the nature and purpose of organizations, leadership, and work. It argues that those assumptions drive an overwhelming organizational bias toward rationality, uniformity, stability, continuity, predictability and control, all of which militate against diversity, creativity, adaptation and change. Then the article describes a transformation in leadership and management practices that can overcome this historical legacy and create a culture of corporate creativity.

The article calls on executives to: adopt an adult‐to‐adult (mutual partnering) relationship with the workforce, treating employees as independent, highly capable, unique adults; build social systems that maximize both social differentiation and social integration; build a culture that rewards creativity and creative (right‐brained) people; build alignment on a mutually‐shared “deep purpose”; and unite in community with the workforce. Originality/value – This article argues that sustainable profound innovation is possible only if formal innovation processes are accompanied by a fundamentally new paradigm for leadership and management. Its goal is a workforce primed for sustainable performance and innovation excellence; its foundation is an ultra‐high‐engagement, ultra‐high‐inclusion culture based on an adult‐to‐adult, mutual partnering relationships.

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Why today’s corporate cultures must change10.1108/10775730610618909Handbook of Business Strategy2006-01-01© 2006 Dean RobbHandbook of Business Strategy712006-01-0110.1108/10775730610618909https://www.emerald.com/insight/content/doi/10.1108/10775730610618909/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Metrics that matter: seven guidelines for better performance measurementhttps://www.emerald.com/insight/content/doi/10.1108/10775730610618918/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestMost strategies stumble in the implementation phase. This article outlines a market‐validated process, and practical guidelines, for deploying well‐calibrated metrics to optimize implementation. The primary audience is mid‐level and senior executives charged with the responsibility for implementing strategy. This approach focuses on how to design and deploy a balanced set of performance metrics to guide the implementation of strategy. It reviews conventional approaches and pitfalls, citing examples from a diverse array of businesses, then presents “best practices” for measuring what’s important. A key thesis is that good metrics reinforce implementation, while poor metrics actually interfere with implementation. Misaligned metrics often impede implementation, eliciting counterproductive behavior from key managers. A better approach involves creating and deploying a smaller set of multidimensional metrics, closely aligned with the firm’s strategies. Successful firms move beyond simple budgetary indicators: they formulate a small set of metrics that directs management focus outside the firm (into the marketplace); translate qualitative aspirations into quantitative targets, using a common language; align the firm’s metrics with other managerial systems (like rewards) to motivate and galvanize the management team. The approach and logic described are universal, but the actual metrics may need to be adapted to fit the strategies, stakeholders, and competitive position of each firm, and refined over time to dovetail with the firm’s budgetary process. Strategy programs need to be expanded to focus on the implementation process – where performance measurement is instrumental. More attention should be given to simplifying and distilling performance indicators, and broadening and its stakeholders will help facilitate implementation, and ultimately, enhance stakeholder value. managerial perspective so that implementation challenges can be flushed out and resolved. The rational, practical approach described offers managers specific guidelines for bringing strategies to life – for bridging the gap between aspirations and real performance. It illustrates common pitfalls, and outlines how to measure and optimize performance, improve implementation, and galvanize the management team.Metrics that matter: seven guidelines for better performance measurement
Michael Allio
Handbook of Business Strategy, Vol. 7, No. 1, pp.255-263

Most strategies stumble in the implementation phase. This article outlines a market‐validated process, and practical guidelines, for deploying well‐calibrated metrics to optimize implementation. The primary audience is mid‐level and senior executives charged with the responsibility for implementing strategy.

This approach focuses on how to design and deploy a balanced set of performance metrics to guide the implementation of strategy. It reviews conventional approaches and pitfalls, citing examples from a diverse array of businesses, then presents “best practices” for measuring what’s important. A key thesis is that good metrics reinforce implementation, while poor metrics actually interfere with implementation.

Misaligned metrics often impede implementation, eliciting counterproductive behavior from key managers. A better approach involves creating and deploying a smaller set of multidimensional metrics, closely aligned with the firm’s strategies. Successful firms move beyond simple budgetary indicators: they formulate a small set of metrics that directs management focus outside the firm (into the marketplace); translate qualitative aspirations into quantitative targets, using a common language; align the firm’s metrics with other managerial systems (like rewards) to motivate and galvanize the management team.

The approach and logic described are universal, but the actual metrics may need to be adapted to fit the strategies, stakeholders, and competitive position of each firm, and refined over time to dovetail with the firm’s budgetary process.

Strategy programs need to be expanded to focus on the implementation process – where performance measurement is instrumental. More attention should be given to simplifying and distilling performance indicators, and broadening and its stakeholders will help facilitate implementation, and ultimately, enhance stakeholder value. managerial perspective so that implementation challenges can be flushed out and resolved.

The rational, practical approach described offers managers specific guidelines for bringing strategies to life – for bridging the gap between aspirations and real performance. It illustrates common pitfalls, and outlines how to measure and optimize performance, improve implementation, and galvanize the management team.

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Metrics that matter: seven guidelines for better performance measurement10.1108/10775730610618918Handbook of Business Strategy2006-01-01© 2006 Michael AllioHandbook of Business Strategy712006-01-0110.1108/10775730610618918https://www.emerald.com/insight/content/doi/10.1108/10775730610618918/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Reframing the rules of value creation: leading through identityhttps://www.emerald.com/insight/content/doi/10.1108/10775730610618927/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this article is to show how organizations become strategically more efficient when they are managed through the lens of identity. To study the similarities between organizations and human beings. Consulting assignments with over 100 large ($5 billion +) companies, including thousands of interviews with executives, employees, customers, investors and others. The main finding has been that there is one set of natural laws – the Laws of Identity – which governs the lives and welfare of organizations and individuals alike. All business functions, including board level agendas, should be organized to account for the impact of the company’s identity on performance expectations. Business strategy, including mergers, acquisitions and divestitures, should be assessed through the lens of identity, which supplies important decision criteria. The article illuminates the linkages between human and organizational identity, providing specific roadmaps for leaders, managers and individuals to follow in comprehending their own organizations as living beings and in developing new ways to create value.Reframing the rules of value creation: leading through identity
Larry Ackerman
Handbook of Business Strategy, Vol. 7, No. 1, pp.265-271

The purpose of this article is to show how organizations become strategically more efficient when they are managed through the lens of identity.

To study the similarities between organizations and human beings. Consulting assignments with over 100 large ($5 billion +) companies, including thousands of interviews with executives, employees, customers, investors and others.

The main finding has been that there is one set of natural laws – the Laws of Identity – which governs the lives and welfare of organizations and individuals alike.

All business functions, including board level agendas, should be organized to account for the impact of the company’s identity on performance expectations. Business strategy, including mergers, acquisitions and divestitures, should be assessed through the lens of identity, which supplies important decision criteria.

The article illuminates the linkages between human and organizational identity, providing specific roadmaps for leaders, managers and individuals to follow in comprehending their own organizations as living beings and in developing new ways to create value.

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Reframing the rules of value creation: leading through identity10.1108/10775730610618927Handbook of Business Strategy2006-01-01© 2006 Larry AckermanHandbook of Business Strategy712006-01-0110.1108/10775730610618927https://www.emerald.com/insight/content/doi/10.1108/10775730610618927/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Four learning approaches to enhancing employee productivityhttps://www.emerald.com/insight/content/doi/10.1108/10775730610618936/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this article is to inform employers of the benefits of a learning analysis model. By studying the way employees learn and adjusting teaching methods accordingly, employee productivity and effectiveness increases more quickly. The theoretical scope is based on the learning approaches of different people. The article uses examples from the workplace to support the principles described in the article. Companies that have utilized this process have found that it is both easier and faster to train employees and assign them specific tasks. Employees leave workshops with a greater understanding and appreciation of one another’s skills. Employers need to customize their teaching/training methods based on the individual needs of the trainees. The revelation of this article is that everyone learns differently. This information is of value to any company or educator.Four learning approaches to enhancing employee productivity
Deborah Dorsett
Handbook of Business Strategy, Vol. 7, No. 1, pp.273-277

The purpose of this article is to inform employers of the benefits of a learning analysis model. By studying the way employees learn and adjusting teaching methods accordingly, employee productivity and effectiveness increases more quickly.

The theoretical scope is based on the learning approaches of different people. The article uses examples from the workplace to support the principles described in the article.

Companies that have utilized this process have found that it is both easier and faster to train employees and assign them specific tasks. Employees leave workshops with a greater understanding and appreciation of one another’s skills.

Employers need to customize their teaching/training methods based on the individual needs of the trainees.

The revelation of this article is that everyone learns differently. This information is of value to any company or educator.

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Four learning approaches to enhancing employee productivity10.1108/10775730610618936Handbook of Business Strategy2006-01-01© 2006 Deborah DorsettHandbook of Business Strategy712006-01-0110.1108/10775730610618936https://www.emerald.com/insight/content/doi/10.1108/10775730610618936/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
High involvement management and human resource line sustainabilityhttps://www.emerald.com/insight/content/doi/10.1108/10775730610618945/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis article will outline a number of issues for organizations to consider when pursuing sustainable high performance workplace outcomes through high involvement management (HIM) initiatives and identifies those outcomes, which reinforce corporate profitability and corporate survival, and those that satisfy employee aspirations and needs in the workplace. A model is presented that highlights the major factors, influences and outcomes of human resource sustainability in organizations. The paper then advocates an integrated model of the HIM process, emphasising the influence of organizational culture and the impact of the external environment based on human resources capabilities and sustainable organizational outcomes. Overall, what can be drawn from the research is that high quality communication and consultation between management and employees at the workplace is essential in achieving HIM and improved organizational performance and sustainable outcomes for organizations and employees. Importantly, the current evidence suggests that there are a number of necessary conditions when implementing HIM processes and approach: the research suggests management should inform, train and equip shopfloor employees to make decisions at their workplace and share ownership in the process. The practical implications are that managers need to reassess the role and level of the HR function, specifically its role in persuading organizations to adopt practices that support a sustainable approach. Only by acknowledging the importance of employee satisfaction and commitment through the development of integrated employee consultation, organizational change, work and life policies, workplace institutions and comprehensive career development programs, will the organization achieve greater efficiency, and productivity.High involvement management and human resource line sustainability
Paul J. Gollan
Handbook of Business Strategy, Vol. 7, No. 1, pp.279-286

This article will outline a number of issues for organizations to consider when pursuing sustainable high performance workplace outcomes through high involvement management (HIM) initiatives and identifies those outcomes, which reinforce corporate profitability and corporate survival, and those that satisfy employee aspirations and needs in the workplace.

A model is presented that highlights the major factors, influences and outcomes of human resource sustainability in organizations. The paper then advocates an integrated model of the HIM process, emphasising the influence of organizational culture and the impact of the external environment based on human resources capabilities and sustainable organizational outcomes.

Overall, what can be drawn from the research is that high quality communication and consultation between management and employees at the workplace is essential in achieving HIM and improved organizational performance and sustainable outcomes for organizations and employees.

Importantly, the current evidence suggests that there are a number of necessary conditions when implementing HIM processes and approach: the research suggests management should inform, train and equip shopfloor employees to make decisions at their workplace and share ownership in the process.

The practical implications are that managers need to reassess the role and level of the HR function, specifically its role in persuading organizations to adopt practices that support a sustainable approach.

Only by acknowledging the importance of employee satisfaction and commitment through the development of integrated employee consultation, organizational change, work and life policies, workplace institutions and comprehensive career development programs, will the organization achieve greater efficiency, and productivity.

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High involvement management and human resource line sustainability10.1108/10775730610618945Handbook of Business Strategy2006-01-01© 2006 Paul J. GollanHandbook of Business Strategy712006-01-0110.1108/10775730610618945https://www.emerald.com/insight/content/doi/10.1108/10775730610618945/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
The role of executive coaching in performance managementhttps://www.emerald.com/insight/content/doi/10.1108/10775730610618954/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this article is to identify circumstances under which executive coaching is and is not an appropriate performance management tool. Alternative performance management measures and guidelines for structuring executive coaching engagements are also included. The information on which this article is based derives primarily from the author’s coaching experience. Workplace application support of these principles is included in the form of input from high‐level executives and one coach. Executives who have been coached or coached others support the finding that coaching is never a substitute for performance feedback and can only serve as an effective performance management tool when certain conditions are met. Coaching interventions to halt derailment can be avoided with timely performance feedback and management. Executive coaching is a performance management tool, not a substitute for performance management.The role of executive coaching in performance management
Barbara Kaufman
Handbook of Business Strategy, Vol. 7, No. 1, pp.287-291

The purpose of this article is to identify circumstances under which executive coaching is and is not an appropriate performance management tool. Alternative performance management measures and guidelines for structuring executive coaching engagements are also included.

The information on which this article is based derives primarily from the author’s coaching experience. Workplace application support of these principles is included in the form of input from high‐level executives and one coach.

Executives who have been coached or coached others support the finding that coaching is never a substitute for performance feedback and can only serve as an effective performance management tool when certain conditions are met.

Coaching interventions to halt derailment can be avoided with timely performance feedback and management.

Executive coaching is a performance management tool, not a substitute for performance management.

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The role of executive coaching in performance management10.1108/10775730610618954Handbook of Business Strategy2006-01-01© 2006 Barbara KaufmanHandbook of Business Strategy712006-01-0110.1108/10775730610618954https://www.emerald.com/insight/content/doi/10.1108/10775730610618954/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Toward zero management learning organizationshttps://www.emerald.com/insight/content/doi/10.1108/10775730610618963/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestTo determine the percentage of organizations that have moved beyond best practice and lean manufacturing toward zero management learning organizations. The research utilized a structured undisguised survey by Weiers to generate the data. A quantitative survey was utilized to elicit information on the various issues identified from a comprehensive review of the literature. The second stage entailed four case study companies randomly selected from the learning organizations identified from the earlier quantitative research In the first stage dichotomous, multiple choice and open questions were utilized while the second qualitative research utilized semi‐structured interviews on a longitudinal basis. The findings suggest that those companies pursuing active learning strategies are more likely to possess those attributes that constitute the bedrock of learning organizations. The findings also show the internal drivers to be the need to improve productivity, operational crises, cost reduction and corporate directives while external drivers centered on technology, capacity, customer pressure, new entrants and price sensitivity. One limitation is that no definitive rules have been devised for managers to transform their firms into learning entities. The view of organizational learning presented here is less straightforward and more complex than those definitions typically offered in consultancy reports and the popular management literature. However, this perspective is more likely to strike a cord with practicing managers as it conforms more closely to their own tacit understanding of the concept. Other limitations result from practical and methodological constraints. This research has lead to a new learning model that facilitates individuals, groups or organizations to accurately locate themselves on their own unique learning curve cost effectively, the interactive model can be reviewed at the following web site www.thelearningmodel.com Originality/value – This paper will help focus company leaders on the more critical softer issues that drive organizational performance. It identifies the key learning parameters common to all high performing organizations. It should be of value to all management levels from the chief executive to front line staff. When utilized in conjunction with the interactive flash learning model sited earlier individuals or organizations will be able to identify training and development deficiencies cost effectively).Toward zero management learning organizations
Ted O’Keeffe
Handbook of Business Strategy, Vol. 7, No. 1, pp.293-298

To determine the percentage of organizations that have moved beyond best practice and lean manufacturing toward zero management learning organizations.

The research utilized a structured undisguised survey by Weiers to generate the data. A quantitative survey was utilized to elicit information on the various issues identified from a comprehensive review of the literature. The second stage entailed four case study companies randomly selected from the learning organizations identified from the earlier quantitative research In the first stage dichotomous, multiple choice and open questions were utilized while the second qualitative research utilized semi‐structured interviews on a longitudinal basis.

The findings suggest that those companies pursuing active learning strategies are more likely to possess those attributes that constitute the bedrock of learning organizations. The findings also show the internal drivers to be the need to improve productivity, operational crises, cost reduction and corporate directives while external drivers centered on technology, capacity, customer pressure, new entrants and price sensitivity.

One limitation is that no definitive rules have been devised for managers to transform their firms into learning entities. The view of organizational learning presented here is less straightforward and more complex than those definitions typically offered in consultancy reports and the popular management literature. However, this perspective is more likely to strike a cord with practicing managers as it conforms more closely to their own tacit understanding of the concept. Other limitations result from practical and methodological constraints.

This research has lead to a new learning model that facilitates individuals, groups or organizations to accurately locate themselves on their own unique learning curve cost effectively, the interactive model can be reviewed at the following web site www.thelearningmodel.com Originality/value – This paper will help focus company leaders on the more critical softer issues that drive organizational performance. It identifies the key learning parameters common to all high performing organizations. It should be of value to all management levels from the chief executive to front line staff. When utilized in conjunction with the interactive flash learning model sited earlier individuals or organizations will be able to identify training and development deficiencies cost effectively).

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Toward zero management learning organizations10.1108/10775730610618963Handbook of Business Strategy2006-01-01© 2006 Ted O’KeeffeHandbook of Business Strategy712006-01-0110.1108/10775730610618963https://www.emerald.com/insight/content/doi/10.1108/10775730610618963/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
The configuration of long‐term executive directors incentive schemeshttps://www.emerald.com/insight/content/doi/10.1108/10775730610618972/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe Article seeks to identify the configuration of executive directors conditional option and LTIP arrangements used to align the interest of the company’s directors and shareholders. The article presents an empirical study of the option and LTIP arrangements (current and previous) of 51 major UK companies. The article focuses on the configuration of option schemes and LTIPs in respect of three critical elements: the performance target selected, the comparator used to benchmark performance and the quantitative performance target level requirement to be achieved to trigger rewards. The period 1989‐2002, covered by the research indicates a substantial degree of “experimentation” with many companies amending their original option schemes and LTIPs and a larger number of other companies introducing new arrangements. A substantial number of schemes can be characterised as being “undemanding” rewarding average rather than excellent performance. It is It is proposed (in a follow up paper) to econometrically test for associations between particular configurations (identified in this article) and actual corporate financial performance, i.e. which configurations have the most robust impact on performance. The author makes a number of recommendations aimed at making option schemes and LTIP, more “stretching”, rewarding only excellent rather than average performance. This is the first paper to explicitly look at the components of option schemes and LTIPs in a detailed way, questioning the merits/demerits of the targets and comparators commonly used to evaluate performance.The configuration of long‐term executive directors incentive schemes
Christopher Pass
Handbook of Business Strategy, Vol. 7, No. 1, pp.299-304

The Article seeks to identify the configuration of executive directors conditional option and LTIP arrangements used to align the interest of the company’s directors and shareholders.

The article presents an empirical study of the option and LTIP arrangements (current and previous) of 51 major UK companies. The article focuses on the configuration of option schemes and LTIPs in respect of three critical elements: the performance target selected, the comparator used to benchmark performance and the quantitative performance target level requirement to be achieved to trigger rewards. The period 1989‐2002, covered by the research indicates a substantial degree of “experimentation” with many companies amending their original option schemes and LTIPs and a larger number of other companies introducing new arrangements. A substantial number of schemes can be characterised as being “undemanding” rewarding average rather than excellent performance.

It is It is proposed (in a follow up paper) to econometrically test for associations between particular configurations (identified in this article) and actual corporate financial performance, i.e. which configurations have the most robust impact on performance.

The author makes a number of recommendations aimed at making option schemes and LTIP, more “stretching”, rewarding only excellent rather than average performance.

This is the first paper to explicitly look at the components of option schemes and LTIPs in a detailed way, questioning the merits/demerits of the targets and comparators commonly used to evaluate performance.

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The configuration of long‐term executive directors incentive schemes10.1108/10775730610618972Handbook of Business Strategy2006-01-01© 2006 Christopher PassHandbook of Business Strategy712006-01-0110.1108/10775730610618972https://www.emerald.com/insight/content/doi/10.1108/10775730610618972/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Adopting new technologieshttps://www.emerald.com/insight/content/doi/10.1108/10775730610618981/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis article intends to contribute to a better understanding of the reasons why some organizations have almost completely ignored the need to adopt new technologies or they are being too slow to decide and start the respective adoption processes. The aim of these considerations is to propose an adequate and critical perspective of management mentality and attitudes, which hinder organizations to achieve excellence, to enhance productivity, and to strength competitiveness. Findings – Many medium sized enterprises seem to be reluctant to adoption due to some factors, namely, owners’ mentality, lack of technical qualification, resistance to change, and fear of being possible to face new technologies as a source of organizations’ insecurity. To protect organizations, a good level of knowledge on risk controls, incident response, and disaster recovery should support the implementation of a security policy and its consequent program. The need to redraw management mentality and attitude regarding security to build an adequate business continuity plan is recognized.Adopting new technologies
Alberto Carneiro
Handbook of Business Strategy, Vol. 7, No. 1, pp.307-312

This article intends to contribute to a better understanding of the reasons why some organizations have almost completely ignored the need to adopt new technologies or they are being too slow to decide and start the respective adoption processes.

The aim of these considerations is to propose an adequate and critical perspective of management mentality and attitudes, which hinder organizations to achieve excellence, to enhance productivity, and to strength competitiveness. Findings – Many medium sized enterprises seem to be reluctant to adoption due to some factors, namely, owners’ mentality, lack of technical qualification, resistance to change, and fear of being possible to face new technologies as a source of organizations’ insecurity.

To protect organizations, a good level of knowledge on risk controls, incident response, and disaster recovery should support the implementation of a security policy and its consequent program.

The need to redraw management mentality and attitude regarding security to build an adequate business continuity plan is recognized.

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Adopting new technologies10.1108/10775730610618981Handbook of Business Strategy2006-01-01© 2006 Alberto CarneiroHandbook of Business Strategy712006-01-0110.1108/10775730610618981https://www.emerald.com/insight/content/doi/10.1108/10775730610618981/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Web accessibility: guidelines for busy administratorshttps://www.emerald.com/insight/content/doi/10.1108/10775730610618990/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this article is to guide administrators in making their organizations web sites accessible to people with disabilities. It summarizes legal issues, access challenges for people with disabilities, accessibility guidelines and standards, accessibility tests, and steps that can be taken by administrators to assure that web sites are accessible. The author concludes with steps that administrators can take to assure the accessibility of web sites. It is made clear that administrators do not need a broad range of technical skills regarding web site design in order to direct staff to make organizational web sites accessible and provide them with the tools and guidance they need.Web accessibility: guidelines for busy administrators
Sheryl Burgstahler
Handbook of Business Strategy, Vol. 7, No. 1, pp.313-318

The purpose of this article is to guide administrators in making their organizations web sites accessible to people with disabilities.

It summarizes legal issues, access challenges for people with disabilities, accessibility guidelines and standards, accessibility tests, and steps that can be taken by administrators to assure that web sites are accessible.

The author concludes with steps that administrators can take to assure the accessibility of web sites.

It is made clear that administrators do not need a broad range of technical skills regarding web site design in order to direct staff to make organizational web sites accessible and provide them with the tools and guidance they need.

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Web accessibility: guidelines for busy administrators10.1108/10775730610618990Handbook of Business Strategy2006-01-01© 2006 Sheryl BurgstahlerHandbook of Business Strategy712006-01-0110.1108/10775730610618990https://www.emerald.com/insight/content/doi/10.1108/10775730610618990/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Improving the performance of technology partnerships: a case study in the Turkish textile industryhttps://www.emerald.com/insight/content/doi/10.1108/10775730610619007/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestCollaboration is an advantageous strategy for technology‐based competition. Thus, it is of high concern to understand mechanisms behind the success of collaborations such as performance measurement system. This paper will present an empirical study conducted in the Turkish textile industry where performance measures are developed and applied. The paper utilizes a combination of interviews and surveys to collect data from 3T partners that are six technology supplying and ten dyeing and finishing companies. The findings indicate that besides trust, the existence of a performance measurement system is an extremely important bridge for effective supply chain collaboration (SCC). Such a system should cover metrics related to internal performance, perceptions of partners regarding the alliance performance, and the degree of inter‐firm relationship. The paper is based on a technology partnership so the results need to be taken cautiously. However, it is clear that 3T is a successful technological partnership with six new technologies developed in two‐year period. There are some potential improvement areas, particularly in its internal activities and its relationship with the partners. The study shows that as the level of information sharing and communication among the partners increase, the performance and the benefits of the collaboration also increase. SCC can have long‐term goals like continuous product innovation as experienced in 3T and this might increase overall performance of an industry. That is why SCC might be particularly important tool for developing country firms that lack both financial and human resources.Improving the performance of technology partnerships: a case study in the Turkish textile industry
Dilek Cetindamar, Bülent Çatay, O. Serdar Basmaci
Handbook of Business Strategy, Vol. 7, No. 1, pp.319-323

Collaboration is an advantageous strategy for technology‐based competition. Thus, it is of high concern to understand mechanisms behind the success of collaborations such as performance measurement system. This paper will present an empirical study conducted in the Turkish textile industry where performance measures are developed and applied.

The paper utilizes a combination of interviews and surveys to collect data from 3T partners that are six technology supplying and ten dyeing and finishing companies. The findings indicate that besides trust, the existence of a performance measurement system is an extremely important bridge for effective supply chain collaboration (SCC). Such a system should cover metrics related to internal performance, perceptions of partners regarding the alliance performance, and the degree of inter‐firm relationship.

The paper is based on a technology partnership so the results need to be taken cautiously. However, it is clear that 3T is a successful technological partnership with six new technologies developed in two‐year period. There are some potential improvement areas, particularly in its internal activities and its relationship with the partners. The study shows that as the level of information sharing and communication among the partners increase, the performance and the benefits of the collaboration also increase.

SCC can have long‐term goals like continuous product innovation as experienced in 3T and this might increase overall performance of an industry. That is why SCC might be particularly important tool for developing country firms that lack both financial and human resources.

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Improving the performance of technology partnerships: a case study in the Turkish textile industry10.1108/10775730610619007Handbook of Business Strategy2006-01-01© 2006 Dilek CetindamarBülent ÇatayO. Serdar BasmaciHandbook of Business Strategy712006-01-0110.1108/10775730610619007https://www.emerald.com/insight/content/doi/10.1108/10775730610619007/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Embedded ethics: how to build better IT mousetrapshttps://www.emerald.com/insight/content/doi/10.1108/10775730610619016/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestTo help the reader understand how the ethics of management decisions become embedded into technology systems. The article explains better approaches based on a core principle known as “Subsumption ethics.” Using many sources, it explains the concepts and methods in order to help readers avoid unintended consequences in technology development. Technology can be dramatically improved by attending to its ethics. There are particular tools available to help. Ultimately, these principles will require a higher level of professionalism in technology deployment, and formal processes devoted to impact analysis. This paper represents a new way of looking at the technology development process that incorporates ethics in a cost‐effective manner. Business and technology leaders will learn how to improve the outcomes of technology projects.Embedded ethics: how to build better IT mousetraps
David H. Gleason
Handbook of Business Strategy, Vol. 7, No. 1, pp.325-329

To help the reader understand how the ethics of management decisions become embedded into technology systems.

The article explains better approaches based on a core principle known as “Subsumption ethics.” Using many sources, it explains the concepts and methods in order to help readers avoid unintended consequences in technology development.

Technology can be dramatically improved by attending to its ethics. There are particular tools available to help.

Ultimately, these principles will require a higher level of professionalism in technology deployment, and formal processes devoted to impact analysis.

This paper represents a new way of looking at the technology development process that incorporates ethics in a cost‐effective manner. Business and technology leaders will learn how to improve the outcomes of technology projects.

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Embedded ethics: how to build better IT mousetraps10.1108/10775730610619016Handbook of Business Strategy2006-01-01© 2006 David H. GleasonHandbook of Business Strategy712006-01-0110.1108/10775730610619016https://www.emerald.com/insight/content/doi/10.1108/10775730610619016/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Supply chain effectiveness: strategy and integrationhttps://www.emerald.com/insight/content/doi/10.1108/10775730610619025/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestSupply chain effectiveness has never been more important to commercial success. Yet, the overall experience to date has been disappointing for too many companies. This article sets out to explain why, arguing that technology alone is not the answer and that strategy and management considerations are also crucial. The article seeks to achieve its aims by drawing on the most relevant ideas from the thought‐leadership literature, along with striking illustrations from the general business press. The author draws on his own years of experience teaching, researching and writing on supply chain strategy to distill a number of insights and implications of particular value to business strategists. The main insight offered is that effective supply chain management requires the ability to meet two main challenges, a strategic challenge and an integration challenge. The strategic challenge centers around two key questions, what to outsource and when to partner. The integration challenge emerges from current trends toward more complex and web‐like supply chains, where effective supply chain integration is increasingly becoming a strategic capability and potential source of sustainable competitive advantage in its own right. The article contributes both perspective and prescription. It offers perspective on the two major challenges identified, strategy and integration. It also offers more specific guidance on how to go about deciding what to outsource and when to partner, identifying and assessing the most significant opportunities and risks. It further offers guidance on what to prioritize when setting out to meet the supply chain integration challenge.Supply chain effectiveness: strategy and integration
Brian Leavy
Handbook of Business Strategy, Vol. 7, No. 1, pp.331-336

Supply chain effectiveness has never been more important to commercial success. Yet, the overall experience to date has been disappointing for too many companies. This article sets out to explain why, arguing that technology alone is not the answer and that strategy and management considerations are also crucial.

The article seeks to achieve its aims by drawing on the most relevant ideas from the thought‐leadership literature, along with striking illustrations from the general business press. The author draws on his own years of experience teaching, researching and writing on supply chain strategy to distill a number of insights and implications of particular value to business strategists.

The main insight offered is that effective supply chain management requires the ability to meet two main challenges, a strategic challenge and an integration challenge. The strategic challenge centers around two key questions, what to outsource and when to partner. The integration challenge emerges from current trends toward more complex and web‐like supply chains, where effective supply chain integration is increasingly becoming a strategic capability and potential source of sustainable competitive advantage in its own right.

The article contributes both perspective and prescription. It offers perspective on the two major challenges identified, strategy and integration. It also offers more specific guidance on how to go about deciding what to outsource and when to partner, identifying and assessing the most significant opportunities and risks. It further offers guidance on what to prioritize when setting out to meet the supply chain integration challenge.

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Supply chain effectiveness: strategy and integration10.1108/10775730610619025Handbook of Business Strategy2006-01-01© 2006 Brian LeavyHandbook of Business Strategy712006-01-0110.1108/10775730610619025https://www.emerald.com/insight/content/doi/10.1108/10775730610619025/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Strategic management lessons from e‐commercehttps://www.emerald.com/insight/content/doi/10.1108/10775730610619034/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aimed to explain the high failure rate of e‐commerce ventures. Both quantitative and qualitative methods were used to examine more than 100 e‐commerce ventures. The key failure factors for e‐commerce ventures were found to include a lack of: a sound business idea, good market knowledge, long‐term planning, external relationships, and balanced business development. Research limitations/implications – Further research is recommended to examine if the key success/failure factors for e‐commerce differ across industries and geographic markets. The findings strongly suggest that e‐business development is a slow and steady process, with planning and relationship building being critical to success. By systematic examining cause‐and‐effect relationships in e‐commerce ventures, this study has demonstrated the paramount importance of strategic management.Strategic management lessons from e‐commerce
Maris G. Martinsons
Handbook of Business Strategy, Vol. 7, No. 1, pp.337-340

This study aimed to explain the high failure rate of e‐commerce ventures.

Both quantitative and qualitative methods were used to examine more than 100 e‐commerce ventures.

The key failure factors for e‐commerce ventures were found to include a lack of: a sound business idea, good market knowledge, long‐term planning, external relationships, and balanced business development. Research limitations/implications – Further research is recommended to examine if the key success/failure factors for e‐commerce differ across industries and geographic markets.

The findings strongly suggest that e‐business development is a slow and steady process, with planning and relationship building being critical to success.

By systematic examining cause‐and‐effect relationships in e‐commerce ventures, this study has demonstrated the paramount importance of strategic management.

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Strategic management lessons from e‐commerce10.1108/10775730610619034Handbook of Business Strategy2006-01-01© 2006 Maris G. MartinsonsHandbook of Business Strategy712006-01-0110.1108/10775730610619034https://www.emerald.com/insight/content/doi/10.1108/10775730610619034/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Getting your infrastructure components to work togetherhttps://www.emerald.com/insight/content/doi/10.1108/10775730610619043/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this article is to help companies successfully align their strategies with their people, processes and technologies to achieve effective integration and deliver desired results for the organization. The first half of the article focuses on addressing the need for a strong foundation – the right plan, culture and performance metrics – before beginning the process of integrating a new strategy. Readers learn how to assess their organization’s current situation and address any weaknesses or potential problem areas. The second half delves into the strategic integration phase and discusses the importance of integrating strategy into the infrastructure, specially with employees, processes and technologies. Throughout the article, readers receive series of questions and step‐by‐step instructions designed to help them think about their unique business situation and tailor solutions to best fit their organizational needs. Because few companies take the time to do the upfront work outlined in this article, many organizations suffer from inconsistent or unsatisfying results. While companies commonly invest time and effort developing great strategies, they rarely give the same attention to the implementation stage. The value of this article is its focus on a vital and often overlooked stage of strategic development. Readers that take the actions recommended in this article will give their organizations a significant competitive advantage by creating a streamlined, productive and profitable organization.Getting your infrastructure components to work together
Renate Rooney
Handbook of Business Strategy, Vol. 7, No. 1, pp.341-346

The purpose of this article is to help companies successfully align their strategies with their people, processes and technologies to achieve effective integration and deliver desired results for the organization.

The first half of the article focuses on addressing the need for a strong foundation – the right plan, culture and performance metrics – before beginning the process of integrating a new strategy. Readers learn how to assess their organization’s current situation and address any weaknesses or potential problem areas. The second half delves into the strategic integration phase and discusses the importance of integrating strategy into the infrastructure, specially with employees, processes and technologies. Throughout the article, readers receive series of questions and step‐by‐step instructions designed to help them think about their unique business situation and tailor solutions to best fit their organizational needs.

Because few companies take the time to do the upfront work outlined in this article, many organizations suffer from inconsistent or unsatisfying results. While companies commonly invest time and effort developing great strategies, they rarely give the same attention to the implementation stage.

The value of this article is its focus on a vital and often overlooked stage of strategic development. Readers that take the actions recommended in this article will give their organizations a significant competitive advantage by creating a streamlined, productive and profitable organization.

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Getting your infrastructure components to work together10.1108/10775730610619043Handbook of Business Strategy2006-01-01© 2006 Renate RooneyHandbook of Business Strategy712006-01-0110.1108/10775730610619043https://www.emerald.com/insight/content/doi/10.1108/10775730610619043/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Realizing the business benefits of enterprise IThttps://www.emerald.com/insight/content/doi/10.1108/10775730610619052/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe development and implementation of IT/IS systems inherently requires a deep understanding of user requirements. However, experience shows that a key barrier to the success of an IT/IS system, is the manner by which it is adopted by end users. As such, this viewpoint article presents an overview of those typical enterprise IT user traits as experience by the author. By outlining key benefits of such systems, the author presents a 6‐stage approach to benefits realization, known as the acronym, ASSIST. Practical implications – By applying such an approach, the management of business process change and delivery of IT/IS should be more achievable, by addressing the specific needs and expectations of different types of users, as identified in the text of the article. Key IT/IS benefits are therefore a useful addition to existing project management and business analysis tools and techniques, that can be utilized by enterprise IT system delivery managers as well as senior IT/IS management.Realizing the business benefits of enterprise IT
Amir M. Sharif
Handbook of Business Strategy, Vol. 7, No. 1, pp.347-350

The development and implementation of IT/IS systems inherently requires a deep understanding of user requirements. However, experience shows that a key barrier to the success of an IT/IS system, is the manner by which it is adopted by end users. As such, this viewpoint article presents an overview of those typical enterprise IT user traits as experience by the author.

By outlining key benefits of such systems, the author presents a 6‐stage approach to benefits realization, known as the acronym, ASSIST. Practical implications – By applying such an approach, the management of business process change and delivery of IT/IS should be more achievable, by addressing the specific needs and expectations of different types of users, as identified in the text of the article.

Key IT/IS benefits are therefore a useful addition to existing project management and business analysis tools and techniques, that can be utilized by enterprise IT system delivery managers as well as senior IT/IS management.

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Realizing the business benefits of enterprise IT10.1108/10775730610619052Handbook of Business Strategy2006-01-01© 2006 Amir M. SharifHandbook of Business Strategy712006-01-0110.1108/10775730610619052https://www.emerald.com/insight/content/doi/10.1108/10775730610619052/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Communication strategies in the age of accountabilityhttps://www.emerald.com/insight/content/doi/10.1108/10775730610619061/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestTo help executives understand the communications implications of the current climate and devise successful strategies. To promote a better understanding of the importance of reputation, its determinants and the role of communications in managing it. Economist intelligence unit conducted a survey of 175 senior executives in North America, Europe and Asia Pacific for Hill & Knowlton looking at executive attitudes to a wide range of litigation issues. We analyzed this research and came to a number of important conclusions. That reputation is central to business success and is importance to a range of audiences. That litigation is a serious concern. That corporate social responsibility is gaining ground but full value is not been achieved from it The companies who adapt quickest to the new environment can derive competitive advantage, but to do so they must be willing to take ultimate responsibility for communications out of the PR team and on to the boardroom table; break down the functional silos and deliver integrated communications; think afresh about their role and responsibility and, most of all, be willing to take a more confident and pro‐active approach to handling the challenges of the age – showing the same confidence that created the successful businesses that they are. A combination of quality attitudinal research plus practical advises from a leading advisor on reputation management.Communication strategies in the age of accountability
Andrew Pharoah
Handbook of Business Strategy, Vol. 7, No. 1, pp.353-358

To help executives understand the communications implications of the current climate and devise successful strategies. To promote a better understanding of the importance of reputation, its determinants and the role of communications in managing it.

Economist intelligence unit conducted a survey of 175 senior executives in North America, Europe and Asia Pacific for Hill & Knowlton looking at executive attitudes to a wide range of litigation issues. We analyzed this research and came to a number of important conclusions.

That reputation is central to business success and is importance to a range of audiences. That litigation is a serious concern. That corporate social responsibility is gaining ground but full value is not been achieved from it

The companies who adapt quickest to the new environment can derive competitive advantage, but to do so they must be willing to take ultimate responsibility for communications out of the PR team and on to the boardroom table; break down the functional silos and deliver integrated communications; think afresh about their role and responsibility and, most of all, be willing to take a more confident and pro‐active approach to handling the challenges of the age – showing the same confidence that created the successful businesses that they are.

A combination of quality attitudinal research plus practical advises from a leading advisor on reputation management.

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Communication strategies in the age of accountability10.1108/10775730610619061Handbook of Business Strategy2006-01-01© 2006 Andrew PharoahHandbook of Business Strategy712006-01-0110.1108/10775730610619061https://www.emerald.com/insight/content/doi/10.1108/10775730610619061/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Guidelines for managing dispersed teams: enhancing communication and productivityhttps://www.emerald.com/insight/content/doi/10.1108/10775730610619070/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestTo provide information to managers on training geographically dispersed teams to enhance communication and productivity. Practical advice is offered on methods of managing geographically dispersed teams. The discussion pays attention to what actions need to take place before, early on, and during the team’s life. The discussion also distinguishes between methods to enhance inter‐member communications to enhance trust among members and team organization, task and leadership issues. Advises on guidelines a dispersed team manager can use to enhance team trust, communications and performance. Offers guidance and steps to managing dispersed teams within a time framework.Guidelines for managing dispersed teams: enhancing communication and productivity
Peggy M. Beranek
Handbook of Business Strategy, Vol. 7, No. 1, pp.359-362

To provide information to managers on training geographically dispersed teams to enhance communication and productivity.

Practical advice is offered on methods of managing geographically dispersed teams. The discussion pays attention to what actions need to take place before, early on, and during the team’s life. The discussion also distinguishes between methods to enhance inter‐member communications to enhance trust among members and team organization, task and leadership issues.

Advises on guidelines a dispersed team manager can use to enhance team trust, communications and performance.

Offers guidance and steps to managing dispersed teams within a time framework.

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Guidelines for managing dispersed teams: enhancing communication and productivity10.1108/10775730610619070Handbook of Business Strategy2006-01-01© 2006 Peggy M. BeranekHandbook of Business Strategy712006-01-0110.1108/10775730610619070https://www.emerald.com/insight/content/doi/10.1108/10775730610619070/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Paradoxes of culture: how to make more accurate interpretationshttps://www.emerald.com/insight/content/doi/10.1108/10775730610619089/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this article is to address a problem I have experienced over many years teaching culture classes to undergraduates, MBA and working managers, who may confuse the interpretations of behavior in terms of value dimensions. I aim to help in dealing with this problem, which frustrates students, leads to false conclusions and brings the idea of value dimensions into discredit. To achieve this I explain the problem and give examples of the paradoxical results that may arise. By explanation and reference to more complete sources I show that one needs to be clear about the meaning of the dimensions and make sure one is comparing like situations with like. This means taking into account situational factors in each case and sorting out cultural from non‐cultural variables such as individual differences. I illustrate this by 15 cases, which show how the confusion can arise and why it leads to false contradictions. I found the most common confusions concern uncertainty avoidance versus expressiveness and risk taking, gender distinction and goal orientation, collectivism and politeness, directness between unequals and harmony between social peers, prohibition for welfare ends and prohibition for authorities’ interests and finally collectivism and goal orientation in teamwork. The value of the paper is that it offers concrete help to students of culture and that little attention has been given to the area in the literature. One exception is Osland, who reach similar conclusions without underlining the specific issue of confusing dimensions in interpreting behavior.Paradoxes of culture: how to make more accurate interpretations
Roger Bell
Handbook of Business Strategy, Vol. 7, No. 1, pp.363-368

The purpose of this article is to address a problem I have experienced over many years teaching culture classes to undergraduates, MBA and working managers, who may confuse the interpretations of behavior in terms of value dimensions. I aim to help in dealing with this problem, which frustrates students, leads to false conclusions and brings the idea of value dimensions into discredit.

To achieve this I explain the problem and give examples of the paradoxical results that may arise. By explanation and reference to more complete sources I show that one needs to be clear about the meaning of the dimensions and make sure one is comparing like situations with like. This means taking into account situational factors in each case and sorting out cultural from non‐cultural variables such as individual differences. I illustrate this by 15 cases, which show how the confusion can arise and why it leads to false contradictions.

I found the most common confusions concern uncertainty avoidance versus expressiveness and risk taking, gender distinction and goal orientation, collectivism and politeness, directness between unequals and harmony between social peers, prohibition for welfare ends and prohibition for authorities’ interests and finally collectivism and goal orientation in teamwork.

The value of the paper is that it offers concrete help to students of culture and that little attention has been given to the area in the literature. One exception is Osland, who reach similar conclusions without underlining the specific issue of confusing dimensions in interpreting behavior.

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Paradoxes of culture: how to make more accurate interpretations10.1108/10775730610619089Handbook of Business Strategy2006-01-01© 2006 Roger BellHandbook of Business Strategy712006-01-0110.1108/10775730610619089https://www.emerald.com/insight/content/doi/10.1108/10775730610619089/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
The importance of constituency managementhttps://www.emerald.com/insight/content/doi/10.1108/10775730610619098/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestToday, many companies manage their corporate reputation in a reactive or ineffective way. Bad press, damaging rumors, and public outrage over corporate scandals has impacted a number or organizations’ bottom lines as of late. With case studies and real‐company examples, we show the reader how a negative reputation can be the demise of a company, and how managing a company’s constituents holds the key to the success of a positive reputation. Unfortunately, too many companies are still coming up short in this critical arena. Some remain more reactive than proactive, waiting for a crisis to hit (by which time it is too late) before investing seriously in a constituency management program. Constituency management is the answer for managers who are looking for a way to grow through optimizing corporate strategy, building brand equity, and addressing key corporate issues. And, it is not just about enhancing reputation; it is about the bottom line. Companies that proactively invest in a constituency management program rather than waiting for a crisis to hit will ultimately have more control over their reputation, and their company’s value to investors.The importance of constituency management
Bob Pagano
Handbook of Business Strategy, Vol. 7, No. 1, pp.369-374

Today, many companies manage their corporate reputation in a reactive or ineffective way. Bad press, damaging rumors, and public outrage over corporate scandals has impacted a number or organizations’ bottom lines as of late.

With case studies and real‐company examples, we show the reader how a negative reputation can be the demise of a company, and how managing a company’s constituents holds the key to the success of a positive reputation.

Unfortunately, too many companies are still coming up short in this critical arena. Some remain more reactive than proactive, waiting for a crisis to hit (by which time it is too late) before investing seriously in a constituency management program.

Constituency management is the answer for managers who are looking for a way to grow through optimizing corporate strategy, building brand equity, and addressing key corporate issues. And, it is not just about enhancing reputation; it is about the bottom line.

Companies that proactively invest in a constituency management program rather than waiting for a crisis to hit will ultimately have more control over their reputation, and their company’s value to investors.

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The importance of constituency management10.1108/10775730610619098Handbook of Business Strategy2006-01-01© 2006 Bob PaganoHandbook of Business Strategy712006-01-0110.1108/10775730610619098https://www.emerald.com/insight/content/doi/10.1108/10775730610619098/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
High performance organizations: creating a culture of agreementhttps://www.emerald.com/insight/content/doi/10.1108/10775730610619106/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe paper is written for the purpose of providing insight and understanding of organizational culture – how and from what does it develop, and how can you consciously create, impact and sustain it. The objective is achieved by sharing the viewpoint of the author backed up by more than 15 years of practical research working in hundreds of organizations in many different contexts in many different industry’s. What is also shared is the specific methodology used in working with these organizations. What has been found as a result of working in organizations over time is that most organizations operate from a place of moving to action before they have clarity about where they are headed. The complexity increases when joint vision and joint action are added to the mix. I have found that when people have a “conversational road‐map” they can prevent a great deal of the conflict that often gets in the way of “High performance.” More important, they can design and operationalize what high performance is for the particular organization, and how to sustain it. This article suggests a new conscious process that fosters and sustains a collaborative culture. The potential for immediate productivity, creativity and more satisfying work experience is present in this report. What is new in the paper is the thesis of being able to impact organizational culture directly by focusing on the fundamental agreement that is the core of any relationship. The idea of “agreements for results” as a means of creating joint vision and a road‐map to it is also new.High performance organizations: creating a culture of agreement
Stewart Levine
Handbook of Business Strategy, Vol. 7, No. 1, pp.375-380

The paper is written for the purpose of providing insight and understanding of organizational culture – how and from what does it develop, and how can you consciously create, impact and sustain it.

The objective is achieved by sharing the viewpoint of the author backed up by more than 15 years of practical research working in hundreds of organizations in many different contexts in many different industry’s. What is also shared is the specific methodology used in working with these organizations.

What has been found as a result of working in organizations over time is that most organizations operate from a place of moving to action before they have clarity about where they are headed. The complexity increases when joint vision and joint action are added to the mix. I have found that when people have a “conversational road‐map” they can prevent a great deal of the conflict that often gets in the way of “High performance.” More important, they can design and operationalize what high performance is for the particular organization, and how to sustain it.

This article suggests a new conscious process that fosters and sustains a collaborative culture. The potential for immediate productivity, creativity and more satisfying work experience is present in this report.

What is new in the paper is the thesis of being able to impact organizational culture directly by focusing on the fundamental agreement that is the core of any relationship. The idea of “agreements for results” as a means of creating joint vision and a road‐map to it is also new.

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High performance organizations: creating a culture of agreement10.1108/10775730610619106Handbook of Business Strategy2006-01-01© 2006 Stewart LevineHandbook of Business Strategy712006-01-0110.1108/10775730610619106https://www.emerald.com/insight/content/doi/10.1108/10775730610619106/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Kazoo while you work: transforming people skills for the conceptual agehttps://www.emerald.com/insight/content/doi/10.1108/10775730610619115/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestTo highlight the need for a new paradigm for business thinking as the information age matures and white‐collar jobs shift to lower cost providers overseas The emphasis of our business culture and education in developed countries has been dominated by a logical, sequential form of thinking associated with the left hemisphere of the brain. To compete, we will now have to promote and develop the type of creative, non‐sequential, “big‐picture” thinking skills that are usually associated with the right hemisphere. Although some people show more creative abilities at an early age than others, we all have these capabilities. Through development with music, breathing, even video games, these right‐brain skills can be stimulated and strengthened. Although there has been much research into the different forms of thinking the left and right hemispheres of the brain excel at, this focuses application to a relatively new and alarming trend that threatens business and employment in the USA as knowledge work becomes an outsourceable commodity.Kazoo while you work: transforming people skills for the conceptual age
William Protzmann
Handbook of Business Strategy, Vol. 7, No. 1, pp.381-385

To highlight the need for a new paradigm for business thinking as the information age matures and white‐collar jobs shift to lower cost providers overseas

The emphasis of our business culture and education in developed countries has been dominated by a logical, sequential form of thinking associated with the left hemisphere of the brain. To compete, we will now have to promote and develop the type of creative, non‐sequential, “big‐picture” thinking skills that are usually associated with the right hemisphere.

Although some people show more creative abilities at an early age than others, we all have these capabilities. Through development with music, breathing, even video games, these right‐brain skills can be stimulated and strengthened.

Although there has been much research into the different forms of thinking the left and right hemispheres of the brain excel at, this focuses application to a relatively new and alarming trend that threatens business and employment in the USA as knowledge work becomes an outsourceable commodity.

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Kazoo while you work: transforming people skills for the conceptual age10.1108/10775730610619115Handbook of Business Strategy2006-01-01© 2006 William ProtzmannHandbook of Business Strategy712006-01-0110.1108/10775730610619115https://www.emerald.com/insight/content/doi/10.1108/10775730610619115/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006
Strong communication skills a must for today’s leaders https://www.emerald.com/insight/content/doi/10.1108/10775730610619124/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis article is designed to help senior managers be better leaders by being better communicators. The article explains my original concept of “leadership communication” and provides an original framework to help map out the levels of communication ability business leaders need, including developing a positive ethos and emotional intelligence. The objectives are achieved by providing specific and practical definitions and illustrations. The article is based on research on leadership, communication, and emotional intelligence and on extensive experience coaching and working with executives. I found that the best business leaders share similar, specific characteristics of good communication that fall into three major groups: core (strategy, writing, speaking), managerial (emotional intelligence, listening, coaching, teams, meetings), and corporate (communicating with all internal and external stakeholders). Future research could include further developing the leadership communication concept by adding to the framework as I discover other major capabilities needed by business leaders. All managers can apply my definition of leadership communication and my framework. I have witnessed the improvement managers can make in their leadership ability by focusing on the communication capabilities discussed in my article. My concept, definition, and framework are all new. The value is in helping managers improve their communication abilities and recognize the importance of emotional intelligence in effective business communication. It is important for all managers and for teachers/coaches who work with them as well.Strong communication skills a must for today’s leaders
Deborah J. Barrett
Handbook of Business Strategy, Vol. 7, No. 1, pp.385-390

This article is designed to help senior managers be better leaders by being better communicators. The article explains my original concept of “leadership communication” and provides an original framework to help map out the levels of communication ability business leaders need, including developing a positive ethos and emotional intelligence.

The objectives are achieved by providing specific and practical definitions and illustrations. The article is based on research on leadership, communication, and emotional intelligence and on extensive experience coaching and working with executives.

I found that the best business leaders share similar, specific characteristics of good communication that fall into three major groups: core (strategy, writing, speaking), managerial (emotional intelligence, listening, coaching, teams, meetings), and corporate (communicating with all internal and external stakeholders).

Future research could include further developing the leadership communication concept by adding to the framework as I discover other major capabilities needed by business leaders.

All managers can apply my definition of leadership communication and my framework. I have witnessed the improvement managers can make in their leadership ability by focusing on the communication capabilities discussed in my article.

My concept, definition, and framework are all new. The value is in helping managers improve their communication abilities and recognize the importance of emotional intelligence in effective business communication. It is important for all managers and for teachers/coaches who work with them as well.

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Strong communication skills a must for today’s leaders 10.1108/10775730610619124Handbook of Business Strategy2006-01-01© 2006 Deborah J. BarrettHandbook of Business Strategy712006-01-0110.1108/10775730610619124https://www.emerald.com/insight/content/doi/10.1108/10775730610619124/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2006