Many of the recent cases of corporate collapse might have been avoided had company leaders been in a position to interpret the early signs of collapse. Existing financial models provide some indication of how to avoid failure, but these need to be supplemented by a holistic, strategic management...

An examination of marketing terms and strategies with copious case histories and examples of firms who have become market leaders in their field or (in some instances) have had their fingers burnt. Concludes by looking at strategic decision making and marketing as a means to gain reasonable...

Organizations take strategic direction decisions in four key areas: culture, policy, strategic plans and in the way they select and approach their markets. Presents an approach which allows managers to look simply and graphically at the complex interactions to guide them through the maze of...

Theory and practice indicate that managers experience considerable difficulty and exhibit limited rationality as they attempt to grasp, process, and understand the often ambiguous requirements of managerial tasks. Argues the efficacy of mental imagery and visualization as a means to overcome...

Although the notion of competitiveness lies at the heart of business strategy development, its definition is often vague and does not lend itself to a measurement process. The competitiveness of an organization depends on a number of factors which are interrelated and cannot be looked at in...

The traditional cost accounting‐based business performance measures used today fail to provide adequate support to allow the use of modern management techniques and development of optimum business and functional strategies. Although these traditional techniques have a certain value they must...

Presents a recently developed conceptual model of strategy in organizations. Aims to examine three major levels at which top managers are required to operate. Organizes related concepts under a new paradigmatic umbrella. This portrays strategy as an iterative complex process with some simple...

Management research on strategic issues has focussed on economic and market forces surrounding a firm. Although this has re‐emphasized the need to become more attentive to the needs of customers and the activities of competitors, many companies are still finding it difficult to gain...

Conceptualizes a paradigm for strategic decision success that is based on a formal, managerial decision‐making process, advanced as part of a set of managerial attitudes towards the process and towards the decision itself. The resultant typology of strategic decisions is related to four sets...

Gives an overview of Japanese productivity management in both manufacturing and service industries. Discusses education and training, as well as corporate attitudes to productivity. Highlights the relationship of productivity to the Japanese economy, looking at both large and small...