This chapter builds on Kabanoff and Brown (2008) who found evidence of underlying knowledge structures in managers' patterns of strategic cognition. Walsh (1995: 281) defined knowledge structures as 'a mental template that individuals impose on an informational environment to give it form and...

Achieving competitive advantage through a broader consideration of stakeholders of the firm is examined. The inclusion of other significant organisational actors such as managers and employees as stakeholders capable of creating competitive strategic advantage for the firm is considered....

This paper suggests a linkage between work-life balance culture and competitive advantage through commitment and firm-specific human resources. The paper argues that a workplace culture supportive of employees balancing their work and non-work lives leads to their commitment to their...

Managing for uncertain futures is a major concern in the area of strategic management with environmental stability fading and increasing global impacts on local decisions. One critical resource that has attained special interest lies in talented and qualified employees. It is a challenge to...