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Lessons from history: interchangeable parts and the Springfield Armory
In: Strategic Direction 22 (2006) 3, pp. 6-8
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/10015009995
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Reasoning about competitive reactions: evidence from executives
In: Strategic Direction 22 (2006) 1
Persistent link: https://www.econbiz.de/10015010845
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Double vision (mergers)
Tahmincioglu, E. - In: Strategic Direction 22 (2006) 7
Persistent link: https://www.econbiz.de/10015010941
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An exploratory investigation of NPD practices in non-profit organizations
In: Strategic Direction 23 (2007) 5
Persistent link: https://www.econbiz.de/10015011073
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Why Toyota is afraid of being number one
Welch, D. - In: Strategic Direction 23 (2007) 8
Persistent link: https://www.econbiz.de/10015011109
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Mimicking repurchases
Massa, M. - In: Strategic Direction 23 (2007) 10
Persistent link: https://www.econbiz.de/10015011141
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Enron: widespread myopia
Chabrak, N. - In: Strategic Direction 24 (2007) 1
Persistent link: https://www.econbiz.de/10015011170
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Corporate investments and growth options
Reuer, J.J. - In: Strategic Direction 24 (2008) 5
Persistent link: https://www.econbiz.de/10015011222
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The search for innovation: leadership in turbulent times
Taylor, W.C. - In: Strategic Direction 25 (2009) 4
Persistent link: https://www.econbiz.de/10015011359
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Effective practices for sourcing innovation
In: Strategic Direction 25 (2009) 7
Persistent link: https://www.econbiz.de/10015011408