The aim of this special issue is to better understand the strategy and change interface, in particular, the (sub)processes and cognitions that enable strategies to be successfully implemented and organizations effectively changed. The ten papers selected for this special issue reflect a range of...

Reminds us that strategic planning has been widely advocated in the management literature but points out that studies of its actual effect on performance have been sparesely and selectively reported. Reconsiders the question of whether strategic planning really does contribute to business...