Sets out to show that although strategic alliances do represent challenges for managers, they are a useful vehicle for international strategy. Finds that the average life span of a cross‐border alliance is about seven years but only about half of them are successful and, moreover, 66% of...

Details the strong links between employee objectives in the UK and the USA at Amoco. Posits that Amoco has six overarching strategic themes: cost leadership; international growth; environmental commitment; and continuous renewal, which are designed to realize Amoco's long‐term vision. Includes...

Posits that there are four basic motives for forming strategic alliances: first, whether the business is a core or peripheral part of the parent organization's activities; second, whether the parent is a leader or follower in this particular business area — these are the two dimensions the...

Declares that many outsourcing decisions are taken on a straightforward value‐for‐money basis and itemizes these are such as: security; office cleaning; printing and travel arrangements, which are generally all handled better by specialist external sources. Indicates that only a short time...

Focuses on organizations that compete through technological advantage, instead of personal service or access to raw materials. Identifies three types of capability: supplemental capability; enabling capabilities; and core capabilities. Research shows that there are always sharp discontinuities...

Rebukes those in business who have lost sight of strategy, in the more recent rush for operational effectiveness, warning that the growth imperative is hazardous to strategy. Goes on to name three types of positioning not mutually exclusive in strategy and which may overlap: variety‐based...

Spotlights Honda Motor Co. of Japan's spectacular subsidiary operation of motorbikes in the USA, forcing Harley‐Davidson into a niche market. Shows how Honda's flexibility (smaller‐sized bikes at first and progressively introducing bigger and bigger bikes), led to domination of the total US...

Provides an important perspective on the subject of strategy. Posits that not many top managers would wish to be described simply as good administrators ‐ although tens of thousands of people each year try to reach MBA standards, not realizing perhaps it is not an MBM, so is administrative...

Looks at a research study of 50 large corporations to see the response by their managers regarding post‐war US expansion. Lays down that it was a top executive's role to plan and direct the use of resources to meet short‐term and long‐term fluctuations and developments in the market. Does...

Reckons that managers of successful organizations work at guiding these actions and events, proactively ensuring that they move incrementally towards conscious strategies. States, that in practice, strategic management involves senior managers in trying to develop and maintain a coherent and...