Examines the way in which managers perceive the relative importance of the three costs as applied to professional service firms, financial services firms and retail distribution and manufacturing. Managers′ perceptions may be determined by the nature of the business, the operational focus and...

Describes the experience of 40 strategy workshops conducted with the top teams of a variety of businesses. While the aim of the workshops was to produce high levels of commitment to good quality strategies, in a number of cases the outcomes were disappointing; little strategic change took place....

Changing an organization requires a good deal of self‐confidence. When strategic change takes place either this confidence derives from the situation confronting the executive, usually some form of crisis, or executives derive confidence from implementing a familiar recipe, drawn from their...

Purpose – The purpose of this paper is to address value and the value‐creation process. It argues that the firm operating in line with investor interests, acts as both a customer and a supplier of value and considers the internal activities that reflect these motivations....

Purpose – Against a backdrop of continued weak economic conditions and with many firms experiencing declining financial performance, this paper presents a synthesis of the business turnaround literature. It aims to identify which turnaround and recovery strategies have been effective...

Purpose – The paper aims to address the following questions: “How is value created within a firm?” and “Is the distinction between competitive and corporate strategy helpful in considering the processes of value creation?” Design/methodology/approach – The paper distinguishes five...