Management is not always professional in all its attitudes and actions and has often been – and still is – inadequate in some aspects. It is useful for managers at all levels occasionally to review their approach and experience in the light of continual change. In general terms, attempts to...

The role of the adviser to management is a crucial one in introducing change to a business. The six main approaches by which advisers approach clients, individual, interpersonal, structural, socio‐technical, conflict and information developments, are outlined and explained.

This article addresses a key issue: is strategic planning rewarded by the stock market? Using event‐study methodology, this article examined the market values of companies during the time period that they revealed information about their strategic planning focus, function or orientation. The...

As much of the developed world faces a recessionary tide, age‐old questions on the nature of creating and sustaining lasting market value are once again being asked. In the past, questions of market value creation were answered by investing in tangible assets. Today, those same questions are...

Describes the Strategic Leadership Star, which provides a logical framework which unifies the myriad of tools and techniques that are proliferating under the TQM “umbrella”, change‐management practice and modern strategic thinking. The central focus of all of these is superior performance...

Notes that measurement of R&D performance has always posed great problems due to the nature of R&D activity and the difficulties in identifying a tangible output. Also that performance measurement systems have often been built on input variables or on qualitative evaluation of the output....

Focuses on understanding accounting and economic concepts, relationships and factors important as a basis for economic decisions that create value. Provides the background essential for understanding the future papers in the series. Offers a review and develops perspectives useful to those with...

Focuses on the operating cycle. Provides a conceptual and practical understanding of issues and relationships of importance to all managers, such as invested capital, flowing capital, return of and on capital, lost and idle capital, risk‐return‐value relationships, basic cost relationships...

Provides the conceptual structure and practical framework for analysing the effects which changes in operating cycle variables will have on economic value. Focuses on important issues and techniques in analysing and managing raw materials, work in process, finished goods and accounts receivable....