Submits that, just as there is a product life cycle so too there is a life cycle for CEOs to pass through. Recounts that there is a three‐stage life cycle that CEOs go through: the period of entry; the period of consolidation; and the period of decline. States that chief executives are...

Comments on senior management teams and factors that affect their performance. Describes the top management team as the dominant coalition of senior managers at the top of an organization. Cites different management needs and the factors affecting performance such as: team purpose; team process;...

Uses data from eight different European countries on research about operating performance in the region and problems with the countries themselves. Pinpoints four different European boardroom/management styles — but states these are not bounded by national frontiers: inspirational; elitist;...

Highlights opportunities to try to improve companies' board performances, using research by the Industrial Society, which consisted of 350 questionnaire responses from board directors. Chronicles directors are ill informed about their roles and responsibilities, received little specific training...

Looks at business alliances and how the headline makers are already big players, e.g. General Electric and Pratt & Whitney — combining to fight Rolls‐Royce; Mobil and BP in Europe, and so it goes on — inside and outside industry boundaries and round the world. Proposes that many of today's...

Uses Rosabeth Moss Kanter's 15 principles and 8 I's (initial letters of the successful word areas) to argue consistently that inter‐company relationships cannot be run on purely rational lines and must come from not just excellent performance but also from strong relationships. States Kanter's...

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...

Suggests that multi‐partner strategic alliances can give rise to intense competition, create new forms of rivalry within industries and also change industry structures. Comments on research with 140 managers in 40 companies over 5 years, from which 10 case studies were developed. Suggests...

Investigates Keiretsu (or link, affiliate with, connect to) and its two forms, horizontal and vertical. Highlights a panel that explains the background to Keiretsu in Japan from 1853 up to the present day. Provides a broad overview of the priorities and perspectives, which exist between Japanese...

Alludes to the concept of the value chain — which was seen as a powerful tool enabling strategists to diagnose and enhance competitive strategy (first put forward in Porter's 1980 book ‘Competitive Strategy’). Describes the value system as having at least three additional value chains of...