This paper reports on a study which examined firstly the extent to which managers from the same corporation shared similar perceptions of corporate strategy, secondly, the extent of consensus across the corporations and finally the extent of consensus about different rationales for corporate...

In this paper we suggest that strategic change should be considered from an individual manager perspective. We believe that change can only take place in organisations if managers behave differently, if they engage in non-routine activities. We argue that managers engage in change activities if...

Purpose – The purpose of this paper is to address value and the value‐creation process. It argues that the firm operating in line with investor interests, acts as both a customer and a supplier of value and considers the internal activities that reflect these motivations....

Purpose – The paper aims to address the following questions: “How is value created within a firm?” and “Is the distinction between competitive and corporate strategy helpful in considering the processes of value creation?” Design/methodology/approach – The paper distinguishes five...

Purpose: This study aims to explore the factors undergirding knowledge creation in the university-industry complex inter-organizational arrangement. It builds upon social capital and relationship marketing theories. Design/methodology/approach: This study uses a qualitative research design. In...