Table of contents
Investor Relations as a Competitive Weapon
James J. Roop, Stephen F. LeeA truly powerful investor relations program can reach far beyond the financial community to a company's many other constituencies.
Taking a Strategic Approach to International IR
William F. BrantleyInternational investor relations can help a company position itself to investors who, unlike those in the United States, tend to be more long‐term oriented.
Broadening Your IR Perspective
John F. BuddFor investor relations to work effectively, it must be folded into a company's total communications program.
Lessons From a Successful Intrapreneur: An Interview With Post‐it Notes' Inventor Art Fry
The Post‐it Notes' success was the result of the creative vision of man and a corporation renowned for innovation.
The Leveraged Recap: Controversial New Defense Maneuver
Rhonda F. TetersA highly leveraged company is less likely to be a takeover target. But are the risks too high?
Winning Turnaround Strategies at Black & Decker: An Interview With Marketing Executive Gary T. DiCamillo
Black & Decker, like many U.S. companies, found the Japanese cutting away at its market share. Carefully crafted strategies are building it back.
Understanding Organizational Power
David R. VincentThe power available to corporate executives stems from a new set of ethics.
Gaining the Service Quality Advantage
William A. SherdenCompanies that achieve a very high degree of service quality in their approach to doing business will gain incalculable benefits.
The Courtship of the Multinational Corporation
David A. HeenanWho can forget Bhopal? The December 1984 catastrophe claimed more than 2,850 lives and left tens of thousands injured. Yet, despite these tragic consequences, Indian Prime…
Raising Capital Through IPOs
Lon W. TaylorGoing public with a new stock issue is a satisfying, perplexing, and complicated process, with an aura of mystery and potential for pitfalls. As a method for capital infusion…
Can HR Respond to Corporate Strategy?
David W. RhodesHuman resources (HR) executives have traditionally avoided taking center stage in dealing with management. In most cases, in fact, they stay off the stage entirely, handling…
A Turnaround Is a Delicate Operation
G. Lynn ShostackAny manager who takes on a money‐losing operation soon learns the difference between turnaround theory and reality. In theory, you turn a business around by analyzing the numbers…
Creative Strategic Management
Robert Lawrence KuhnStrategic management is the process by which a company's strengths and weaknesses are mapped onto its market opportunities and threats. The purpose of this orderly, logical…
ISSN:
0275-6668Renamed from:
Business Strategy SeriesOnline date, start – end:
1980Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditor:
- Ms Nanci Healy