Based upon an empirical study of CSR policy and practices across a number of multinational companies, we explore some of the underlying reasons why CSR reporting seems to have a low impact on business decision making and, through a validated framework linking CSR to business and social outcomes,...

For many organisations the crucial issue in the strategy process is that of implementation. This is due in no small way to the distinction which is traditionally made between formulation and implementation and their treatment as sequential activities. the more recent conceptualisation of...

The concept of a value chain has assumed a dominant position in the strategic analysis of industries. However, the value chain is underpinned by a particular value creating logic and its application results in particular strategic postures. Adopting a network perspective provides an alternative...

Business process reengineering (BPR) continues to sweep across Europe with fervour. The rhetoric of radical performance improvement is too great to ignore, given the state of many European companies. In many cases the reengineering drive has been orchestrated by American companies either moving...

Much of the business transacted over the Internet today is in the business-to-business sphere. Outside of specialised niche areas like information technology and other information-based products, business-to-consumers commerce is relatively undeveloped. One principle that holds true in the...

The value derivable from IT continues to be elusive, with most executives disappointed with the return achieved on their IT expenditure. Part of this stems from a lack of understanding of the nature of value creation through the use of IT. In this paper we present an approach that considers the...

This paper uses the case of telecommunications software company APiON to illustrate how the company developed and implemented a growth strategy that allowed it to realize a dramatic increase in shareholder value through proactively focusing on harnessing its intellectual capital (IC) resources....

Despite findings from research that the engagement and involvement of business managers and users is a critical ingredient for success with information technology, for many organisations this has proven difficult to achieve. By adopting a service orientation and managing IT as a portfolio of...

Today, many financial services organisations are rushing to become more customer focused. A key component of many initiatives is the implementation of Customer Relationship Management (CRM) software. Our research has highlighted that most institutions take a rather narrow view of CRM and as...