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Kuczmarski, Thomas D. - In: Journal of Consumer Marketing 13 (1996) 6, pp. 7-13

More CEOs and senior executives need to believe in the power of innovation to increase earnings, stock price, employee … and customer satisfaction, and global competitiveness. Innovation is the single most important factor in the future growth … of any business venture. Innovation is a mindset ‐ a new way to think about business strategies and practice. This …

Persistent link: https://www.econbiz.de/10014849159

Clear Channel rides on the crest of the airwaves

In: Strategic Direction 20 (2004) 10, pp. 21-23

In most walks of life, it’s a tough old slog getting to the top. Staying there can be even more difficult. Business is no exception. Finding what may be a winning formula now is no guarantee of future success. If only it were that simple. Having the right business model may hold the key to...

Persistent link: https://www.econbiz.de/10015009839

What do Apple, IBM and P&G know?

In: Strategic Direction 27 (2011) 3, pp. 29-31

Purpose – Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the...

Persistent link: https://www.econbiz.de/10015010590

The end of the strategy world as we know it?

Bell, Gareth - In: Strategic Direction 29 (2013) 8, pp. 37-40

Purpose – The purpose of this paper is to provide an interview with Rita Gunther McGrath, Columbia Business School Professor, and author of The End of Competitive Advantage: How to Keep Your Strategy Moving as Fast as Your Business. Design/methodology/approach – The paper takes the form of...

Persistent link: https://www.econbiz.de/10015012605

Joan Magretta: what executives can learn from revisiting Michael Porter

Allio, Robert J.; Fahey, Liam - In: Strategy & Leadership 40 (2012) 2, pp. 5-10

Purpose – The purpose of this paper is to present a discussion with Joan Magretta about her new book, Understanding Michael Porter: The Essential Guide to Competition and Strategy with two veteran S&L contributing editors. Design/methodology/approach – Based on her long editorial...

Persistent link: https://www.econbiz.de/10015016762

Transparency guru: an interview with Tom McManus

Lazarus, Hal; McManus, Tom - In: Journal of Management Development 25 (2006) 10, pp. 923-936

Purpose – In this interview, Tom McManus and Dr Harold Lazarus explore transparency as both an approach and an outcome in the management of organizations, and the relation of transparency to corporate strategy. The interview aims to offer context and perspective on transparency....

Persistent link: https://www.econbiz.de/10014882462

Response to S. Voelpel et al. , “The tyranny of the Balanced Scorecard in the innovation economy,” Journal of Intellectual Capital , Vol. 7 No. 1, 2006, pp. 43‐60

Kaplan, R.S.; Norton, D.P. - In: Journal of Intellectual Capital 7 (2006) 3, pp. 421-428

Scorecard fails to support innovation and employee empowerment. Design/methodology/approach – Provides quotes from published …

Persistent link: https://www.econbiz.de/10014875420

Technology brokering as the key to innovation

In: Strategic Direction 21 (2005) 2, pp. 5-10

the key to innovation. Andrew Hargadon is Associate Professor of Technology Management at the Graduate School of …

Persistent link: https://www.econbiz.de/10015009866

Today's contradictory challenges in achieving profitable growth: strategy guidance for “re‐imagining”

West, Page - In: Strategic Direction 28 (2012) 8, pp. 3-5

teaching and research focus on strategy and innovation, and distills the findings of the conference down to a guideline for …. Re‐imagining involves three steps: embracing outside‐in innovation, re‐conceiving the company's core and vision, and …. Originality/value – Ideas about new forms of innovation and the need to address social concerns about business usually stay at a …

Persistent link: https://www.econbiz.de/10015010741

How strategic innovation really gets started

Chapman Wood, Robert - In: Strategy & Leadership 35 (2007) 1, pp. 21-29

Purpose – Explains (using a model and cases) how companies that lack a capability for continual strategic innovation … can bring one into existence. Design/methodology/approach – Author developed histories of how continual innovation emerged … or failed to emerge in six firms, drew conclusions based on what worked in the successes. Findings – Strategic innovation …

Persistent link: https://www.econbiz.de/10015016562

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