bluuebunny/crossref_metadata_2025 huggingface dataset:
Plus development corporation: Joint venturing a breakthrough product
Authors: Wheelwright Steven C. , Langowitz Nan S.
Published: February 2008

Plus Corporation, working with a leading‐edge Japanese manufacturer, is rushing a unique product to market. The principals must manage the joint venture, survive a competitive crisis, and keep their parent corporation happy. It's easy to empathize with the line managers, but try taking the perspective of the CEO of the parent firm.
How Citibank created a retail niche for itself in Japan
Authors: Grossberg Kenneth A.
Published: February 2008

In 1984 only a gaijin optimist would have believed that Citibank could overcome its operational handicaps in Japan. But by using a differentiation strategy that benefited the downtrodden Japanese depositor, Citi changed the rides in retail banking.
Deciding how to compete
Authors: Day George S.
Published: February 2008

Many firms wage internal warfare over the choice between two competitive strategies: differentiation (high customer value), or low cost. But Kellogg had its competition for breakfast by doing both.
When giants learn cooperative strategies
Authors: Moss Kanter Rosabeth
Published: February 2008

“Cooperative strategies—pooling, allying, and linking—pose the greatest new opportunities and challenges for the 90s.”
The case for nonspecialized diversification
Authors: Leontiades Milton
Published: February 2008

Professor Milton Leontiades teasingly reminds us of Thomas Huxley's quip about tragedy in science being the slaying of a beautiful hypothesis by an ugly fact. One of the favorite beautiful hypotheses of business and economics is that diversification—especially unrelated diversification—is bad. Specialization, on the other hand, is supposed to be good. For a list of arguments that could shake your blind adherence to this theory, see box, “Six Myths About Diversification” (Page 29). Professor Leontiades makes a strong case for nonspecialized diversification. If the thought of maneuvering your firm away from its core activity sounds like heresy, read on. He even provides you with guidelines for committing diversification heresy the tight way. Didn't we learn in the 70s and 80s that it was disastrous to stray from your core business? Here's the contrarian argument from Myth Management: An Examination of Corporate Diversification as Fact and Theory.
The dynamics of strategic change at Mega Corporation
Authors: Greiner Larry , Bhambri Arvind
Published: February 2008

By refocusing its attention on its core business, this sleepy subsidiary woke up to true opportunity. Though its young CEO was well aware of the several strategic management theories powering the transition, he chose to make humanistic principles such as leadership and trust his operative mode of management.
Six principles for revitalizing your planning
Authors: Weiner Edith
Published: February 2008

If you constantly reassess the environmental and societal context of your business plan, you can gain remarkable new insights into the future direction of your market. But first you must risk unlearning much of what you think you know.
Using alliances to build market power
Authors: Lewis Jordan D.
Published: February 2008

Forming valuable alliances with suppliers, distributors, and competitors requires some daring counterintuitive tactics. The next bold step is to set up cooperative networks‐vertical integration systems, technology links, development cooperatives, and stakeholder alliances.
Corning cultivates joint ventures that endure
Authors: Houghton James R.
Published: February 2008

Corning's CEO shares lessons the company has learned while managing over 40 joint ventures—with only a handful of failures—in the last 60 years.
A venture capitalist's advice for successful strategic alliances
Authors: Paap Jay E.
Published: February 2008

Do's and Don'ts for managing strategic alliances—cooperative agreements that don't create a new corporate entity.
Diagnosing global strategy potential: The World Chocolate Confectionery Industry
Authors: Yip George S. , Coundouriotis George A.
Published: February 2008

Using the chocolate industry as a case in point, the authors show how to analyze and take advantage of industry factors that either propel or weaken the trend toward globalization.
1991 World political risk forecast
Authors: Coplin William D. , O'Leary Michael K.
Published: February 2008

Almost overnight the political risk map for the decade has been redrafted. This annual forecast of key risk factors keeps score for some 85 countries.
The inquiry center
Authors: Barabba Vincent P. , Zaltman Gerald
Published: February 2008

The inquiry center concept fosters the competencies needed to ask key questions and provide useful answers about a firm's markets and its products or services in a continuous process of learning and renewal.
The challenge of renewal through acquisitions
Authors: Haspeslagh Philippe C. , Jemison David B.
Published: February 2008

Better management of the pre‐acquisition decision‐making and the post‐acquisition integration processes can improve an acquisition's potential to contribute to strategic renewal.
Redesigning the organization through information technology
Authors: Keen Peter G.W.
Published: February 2008

The cure for stultifying complexity—redesign the organization so that information and information technology drive simplification.
How information power can improve service quality
Authors: Furey Timothy R.
Published: February 2008

By coupling information technology to a sophisticated statistical system for measuring service quality, companies can discover precisely where their performance needs improvement.
The changing structure of European industries: Identifying and assessing opportunities
Authors: Banks Philip F. , Fahey Liam
Published: February 2008

Here's a framework that facilitates the analysis of opportunities and threats within individual industries in the new European marketplace.
Business intelligence and the new Europe
Authors: O'Brien Virginia F. , Fuld Leonard M.
Published: February 2008

Firms must constantly monitor and assess the emerging European market, the players, and the instruments and forces of change.
How innovators thwart new entrants into their market
Authors: Robertson Thomas S. , Gatignon Hubert
Published: February 2008

Innovator companies need to rehearse a logical strategic defense before they're ambushed by a new competitor.
The market share/excellence equation
Authors: Allio Robert J. , Patten Joseph M.
Published: February 2008

Market share is one of five key indicators associated with the success of 50 high performers in the service industry.
Knowledge workers: The last bastion of competitive advantage
Authors: Rudie Harrigan Kathryn , Dalmia Gaurav
Published: February 2008

Who are your knowledge workers ? Do they know things that you don't?
Nurturing strategic coherency
Authors: Newport Stephanie , Dess Gregory G. , Rasheed Abdul M.A.
Published: February 2008

Managers need to be sensitized to the undesirable consequences of implementing plans that contain incongruent elements.
Selecting strategies that exploit leverage
Authors: Lele Milind M.
Published: February 2008

Has your company identified where to apply its strategic leverage?
TM/1‐A Relational Spreadsheet
Authors: Sterling John W.
Published: February 2008

TM/1—a “relational spreadsheet”‐facilitates complex marketing and planning modeling for strategic managers.
Scenario‐based strategic planning: A process for building top management consensus
Authors: Tenaglia Mason , Noonan Patrick
Published: February 2008

By incorporating senior management's scenarios—alternative stories about the competition, markets, capital investments, new technologies—into the planning process, executives can test and build a consensus on the implicit and explicit mental models of their business.
1992–97 world political risk forecast
Authors: Coplin William D. , O'Leary Michael K.
Published: February 2008

George Bush's catchy but empty phrase—“new world order”—is likely to become uncomfortably ironic in 1992 as the forces of disorder create both risks and opportunities for international business.
Coping with a changing agenda
Authors: Taylor R. Christopher
Published: February 2008

Today, business competition is like a duck shoot at twilight; you can barely see the target, which keeps moving and changing its profile, and you lose if you fail to hit it. Be assured then, that if about a thousand corporate executives take time out from negotiating the hazards of a recessionary economy to attend a conference, they expect results and value for their money no less than if they made a similar investment in consultancy advice. Still more so, for the significant number who travel halfway around the world to hear speakers address them in a tongue other than their own.
Leadership's challenge: The new agenda for the '90s
Authors: Houghton James R.
Published: February 2008

Creating a new agenda to return American businesses to the fore‐front of worldwide competition requires nothing less than the reinvention of the corporation and a new style of leadership. Today there is evidence of real change; I think such change will continue unabated but on an unpredictable course. We do not know what specific changes will take place, but we know some facts that can shape a response to those that do occur:
The new power of strategic alliances
Authors: Lewis Jordan D.
Published: February 2008

Many people think strategic alliances are another quick‐fix management toy that will soon be put away in the executive closet. That is far from the truth. A strategic alliance makes it possible for two companies to reach out together for a mutual objective and create more value together than is ever possible in an over‐the‐fence, commercial transaction. Companies that succeed with strategic alliances build powerful positions in the marketplace and force their competitors to try to catch up. In every industry, the most powerful firms are the leaders in the use of successful alliances. In pharmaceuticals it is Merck and Glaxo; in telecommunications, Motorola and Northern Telecom. In sector after sector, the best firms are sweeping past their rivals with strategic alliances.
Managing the most important assets: Brand equity
Authors: Aaker David A.
Published: February 2008

What is going on in branding?
Logitech: The mouse that roared
Authors: Jolly Vijay K. , Bechler Kimberly A.
Published: February 2008

Logitech is a thriving example of that phenomenon of the communications revolution—a small, fast‐reacting, global firm. Logitech's multinational founders won the lion's share of both the U.S. and world market for this maker and marketer of mouse computer‐control devices in less than a decade. But now that the mouse industry is maturing, it's time to take afresh look at the firm's international strategy.
The commercial prospects for Eastern Europe and the former Soviet Republics
Authors: Coplin William D. , O'Leary Michael K.
Published: February 2008

The 24 countries of Eastern Europe and the former Soviet Republics offer international business an intriguing variety of business opportunities. However, the international businesses that attempt to pioneer these new markets must learn which risks most threaten the peace in the individual countries of the region.
Baldrige winners link quality, strategy, and financial management
Authors: Davis Tim R.V.
Published: February 2008

The Fifth Annual Total Quality Conference presented this Spring by the Unified Technologies Center of Cleveland featured some of the most influential contributors to the theory and practice of quality management as well as representatives from each of the 1991 Baldrige Award winners.
Benchmarking R&D productivity
Authors: Krause Irv , Liu John
Published: February 2008

Companies are now looking for more productivity at a faster pace from their research and development organizations. Nowadays, the time it takes to get an innovation to market has become a critical index of global competition. Even companies with world‐renowned R&D capability and significant past successes are striving to enhance their R&D performance and competitive position.
The newest game in Vegas is strategic management
Authors: Reimann Bernard C.
Published: February 2008

Some 3,500 Academy of Management members met in Las Vegas in August so it should be no surprise that a number of the sessions dealt with adopting strategic management in the gaming and hospitality industries.
A Methodology for reengineering businesses
Authors: Brian Harrison D. , Pratt Maurice D.
Published: February 2008

Business process redesign, practiced in a wide range of industries, is uncovering new ways to organize work that, in turn, are creating breakthrough improvements. The authors present a proven methodology and an action plan.
Reengineering one firm's product development and another's service delivery
Authors: Buday Robert S.
Published: February 2008

Several years ago Hallmark elected to reengineer its most critical business processes. One new product project grouped people together who had been previously separated by disciplines, departments, floors, and buildings. The goal was to cut down on the queue time, spur creativity, and end the “throw‐it‐over‐the‐wall‐it's‐their‐problem” attitude.
Dreaming and doing: Reengineering GTE telephone operations
Authors: Allen David P. , Nafius Robert
Published: February 2008

During one of the largest process reengineering projects ever undertaken, GTE Telephone Operations management was stunned to learn that administrative bureaucracy was reducing productivity by as much as 50 percent. After thoroughly examining its own processes, the GTE effort benchmarked 80 companies in a wide variety of industries. Teams then created concepts for new processes. Finally, the company is integrating everything it has learned into a customer “value‐added path.”
Need radical innovation and continuous improvement? Integrate process reengineering and TQM
Authors: Davenport Thomas H.
Published: February 2008

Initiatives to enhance operational performance can include some programs that strive for continuous improvement and others that attempt radical innovation. But implementation depends upon learning how to integrate the substantially different approaches of total quality management (TQM) and business reengineering.
Benchmarking: A wakeup call for board members (and CEOs Too)
Authors: Bogan Christopher E. , English Michael J.
Published: February 2008

Benchmarking the best practices of other firms can create a mandate for change by corporate boards of directors, and senior management. It can help the leadership identify what in the firm must change, and can provide them with a vivid picture of the end point after change.
Changing the rules of the game
Authors: Iverson F. Kenneth
Published: February 2008

Nucor is a manufacturer of steel and steel products. We operate seven steel mills and are the sixth largest steel company in the U.S. Of those six companies, we happen to be the only one that operated profitably in 1992. What sets us apart from the rest of the industry?
Customer‐driven strategies: Moving from talk to action
Authors: Keiser Thomas C. , Smith Douglas A.
Published: February 2008

For their presentation, Tom Keiser and Doug Smith discussed the problems many companies encounter in implementing customer‐driven quality programs. The format of this summary attempts to present the exchange of ideas between Keiser, president of The Forum Corporation, an international training and consulting firm which specializes in helping companies achieve superior performance by becoming customer‐driven, and Smith, president of Kraft General Foods Canada Inc., which struggled with the implementation of a customer‐focused total quality management program.
How to manage the management tools
Authors: Rigby Darrell K.
Published: February 2008

These days, the first order of business at many firms seems to be learning new management tools and techniques, not creating profitable customers. The employees at many companies are getting groggy from Hying to absorb and implement initiatives ranging from business process reenginering to agile manufacturing. It's time for results‐minded managers to take control of the situation, and to actively and intelligently manage the adoption of management tools.
New concepts drive transnational strategic alliances
Authors: Banks Philip F. , Baranson Jack
Published: February 2008

Innovative companies in the U.S., Mexico, and the Pacific Rim are experimenting with a new type of transnational strategic alliance (TSA). By sharing complementary resources and capabilities across borders—and splitting the costs and risks—these TSAs can take advantage of market opportunities that most firms dare not grasp for on their own. They represent radical departures from traditional joint ventures in terms of the objectives, perspectives, and relationships of alliance partners.
Xerox creates a continuous learning environment for business transformation
Authors: Ramcharamdas Ennala
Published: February 2008

Managing by process at Xerox is accomplished by the core process champions and owners through cross organizational process owner councils. The council members are owners of the subprocesses comprising the end‐to‐end core process. The process owner council is literally a company‐wide learning network. Its members, using the the Xerox Business Architecture as the context, exchange best practices, benchmark both within Xerox divisions and with external companies, and execute coordinated process reengineering initiatives.
A Practical guide for implementing reengineering
Authors: Farrell John
Published: February 2008

The only true gauge of successful reengineering is whether the reengineered process delivered results that increased the competitive advantage of the organization. Therefore, success lies not only in executing a well‐defined methodology, or in developing leading‐edge technology or a set of human‐resource enablers, but in effectively implementing the changes.
A model for changing the way organizations learn
Authors: Fulmer Robert M.
Published: February 2008

This article provides a typology of organizational learning styles, examines how organizations really learn, offers a diagnostic managers can use on their own businesses, and presents a new learning model that promotes organizational change.
Learning the unwritten rules of organizational change
Authors: Scott‐Morgan Peter
Published: February 2008

There's a conspiracy of silence about the failure rate of major managerial change initiatives. Three‐quarters of the initiatives—reputable programs to manage quality, customer focus, teamwork, mergers, downsizing, and reengineering—have failed, according to a recent Arthur D. Little survey of a large number of European and U.S. companies across many industries.
Strategic direction: Don't reengineer without it
Authors: Berman Saul
Published: February 2008

These three firms found that they needed to select their strategic direction before reengineering.
AT&T uses shareholder value as a guide to strategy
Authors: Copeland Thomas E. , Meenan James J.
Published: February 2008

AT&T decided to integrate shareholder value management into all levels of its decision making—from the board room to its line managers. Substantial changes in organizational behavior were required to make value creation integral to the mind‐set of the company.
Will participative makeovers of business processes succeed where reengineering failed?
Authors: Davenport Thomas H.
Published: February 2008

In most cases, neither top‐down reengineering nor bottom‐up individualized processes and information systems best serve most companies' change purposes. What we need are intermediate solutions that allow for top‐level direction while remaining sensitive to the fact that business processes are human interactions. Fortunately, in the areas of both information systems and business processes, participative middle‐ground approaches are emerging.
Asian investment: Lessons from the Japanese experience
Authors: Raudabaugh Joseph
Published: February 2008

The big question is, will the history of three decades of foreign investment opportunity in Japan repeat itself in countries like China, Vietnam, Thailand, and Cambodia?
Software tools and systems: Ten key trends
Authors: Davidson Alistair , Chung Mary
Published: February 2008

Operating information systems that incorporate powerful new software to support, shape, or help implement an organization's strategy is an intensively cross‐functional task nowadays. Organizations that learn how to develop this process into a core competence can be expected to outperform rivals that lack such skills.
On the threshold of the 21st century: A surprising wealth of business opportunities
Authors: Coplin William D. , O'Leary Michael K.
Published: February 2008

A decade of political changes that have enhanced the climate for free market capitalism have fostered unprecedented international business opportunities in every region of the world. The authors chart the political and economic risk for 101 individual countries.
Portfolio‐Plus: An analysis tool for strategic planners
Authors: Sterling John
Published: February 2008

Portfolio‐Plus, a PC‐based software tool developed by Strategic Dynamics, facilitates several common portfolio analysis techniques. In a special test for Planning Review, a company planning team found that the software helped them reach valuable insights.
Selective Insurance Corporation: Uniting reengineering and strategy
Authors: Allio Michael K. , Allio Robert J.
Published: February 2008

Selective Insurance, a mid‐sized regional property and casualty insurance firm, first mounted a classic strategy‐development effort and then implemented a reengineering effort focused on the core processes that drove their business.
Surviving in a turbulent environment
Authors: Thurow Lester C.
Published: February 2008

An anonymous Chinese quotation aptly describes the state of mind of many of us today. About 1,000 years ago, it was said, “When a big fish is pulled from the water, it flops about wildly to find its way back in. The fish never asks where the next flip or flop will take it; it senses only that its present position is intolerable and something else must be tried.” In the face of our current turbulent environment, many businesses are flipping and flopping about because they do not understand what is causing the turbulence. By borrowing concepts from two of the physical sciences, geology and biology, I believe we can begin to understand the forces that are driving this environmental turbulence.
Peter Schwartz offers two scenarios for the future
Authors: Pine B. Joseph
Published: February 2008

In his keynote presentation “An Age of Instability?” Peter Schwartz, president of the Global Business Network and world‐renowned scenario planner, began by asking the audience how many thought their children's lives would be better than their own. A scant 10 percent raised their hands—a very different picture than would have been the case in past decades. This overwhelming pessimism is grounded in one of two disparate scenarios Schwartz outlined as likely for the year 2000. The hopeful and pessimistic signals driving these two scenarios are shown in Exhibit 1.
The Chief Performance Officer
Authors: Rigby Darrell
Published: February 2008

Lou Holtz, one of football's most successful coaches, offered a brilliant description of his employment contract: “I have a lifetime contract. That means I can't be fired during the third quarter if we're ahead and moving the ball.”
A portfolio of strategic leaders
Authors: Rothschild William E.
Published: February 2008

What is the relationship between a leader's personal characterisitics and the life‐cycle stage of a business? How does a company's strategic competitive advantage influence the effectivenss of the leader? When strategy changes, must leadership also change?
Tacit knowledge the key to the strategic alignment of intellectual capital
Authors: Saint‐Onge Hubert
Published: February 2008

In an environment of shortened business cycles and rapid technological change, the intellectual capital framework represents the primary value‐creation dynamics of the firm. It is this focus on the intellectual that has dubbed our times “the knowledge era.” At the Canadian Imperial Bank of Commerce (CIBC), we have been working for a number of years to understand the concept of intellectual capital. Our work has led us to a definition of intellectual capital, the exploration of the roles of both explicit and tacit knowledge in the three constituent elements of intellectual capital, and, finally, to the development of ways of encouraging value creation in these elements in support of our business strategies.
Our balkanized organizations
Authors: Bennigson Lawrence A.
Published: February 2008

“Balkanization.” The word suggests endless conflict over boundaries, beliefs, and events rooted in history; heart‐wrenching human tragedy; and geopolitical initiatives aimed at compromise. What makes this phenomenon relevant to the world of strategic leadership?
Strategic planning in an era of total competition
Authors: Fuller Mark
Published: February 2008

Traditional strategic planning is currently under fire. The product of an era of administered competition—a world in which the external environment was relatively simple, stable, and predictable—strategic planning systems were primarily used as control mechanisms to reduce uncertainty and to allocate power. They were internally focused because most of a company's transactions were internal—checks and balances designed to ensure adherence to its success formula—and because competition itself was essentially internal, pitting business units, functions, and individuals against one another rather than against other players in the marketplace.
Strategic process improvement through organizational learning
Authors: Grant John H. , Gnyawali Devi R.
Published: February 2008

Why do so many firms have difficulty improving their strategic management processes, even though many of their operating departments gain benefits from the “experience curve”? For example, an impressively successful midwestern bank improves the performance of acquired banks in contiguous markets but struggles with acquisitions in more remote parts of the country. A large diversified Asian manufacturer invests substantial sums of money annually documenting and distributing knowledge among top executives who are being transferred between countries, but the company cannot effectively use marketing data bases that are available across various divisions.
Organizing for the 21st Century
Authors: Malone Thomas W. , Morton Michael S. Scott , Russman Halperin Robert
Published: February 2008

In 1994, MIT's Sloan School of Management began a global initiative to explore the future of organizations. This initiative was a joint venture between the Sloan faculty and a number of companies from around the world. Part of the early work of the initiative was to shape a clear understanding of the issues organizations must face and resolve in the coming years. We asked three of the principals in this important work to summarize their research approach as a way of setting the stage for this issue's discussion about organizing for the future.
Self‐organization: The irresistible future of organizing
Authors: Wheatley Margaret J. , Kellner‐Rogers Myron
Published: February 2008

Why do so many people in organizations feel discouraged and fearful about the future? Why does despair only increase as the fads fly by, shorter in duration, more costly in each attempt to improve? Why have the best efforts to create significant and enduring organizational change resulted in so many failures? We, and our organizations, exist in a world of constant evolutionary activity. Why has change become so unnatural in human organizations?
strategic learning & the balanced scorecard
Authors: Kaplan Robert S. , Norton David P.
Published: February 2008

The Balanced Scorecard (BSC) translates an organization's mission and strategy into a comprehensive set of performance measures that provides the framework for a strategic measurement and management system. The scorecard measures organizational performance across four linked perspectives: financial, customer, internal business process, and learning and growth. (See Exhibit 1 on page 20.) The BSC enables companies to track short‐term financial results while simultaneously monitoring their progress in building the capabilities and acquiring the intangible assets that generate growth for future financial performance.
On growth: A conversation with C.K. Prahalad
Authors: Prahalad C.K. , Bennigson Larry
Published: February 2008

As recently as 24 months ago, the principal focus of management attention was cost reduction. Today, the captivating target is growth. How do you account for this rapid shift in interest?
Transnational crime the new empire of evil
Authors: de Borchgrave Arnaud
Published: February 2008

An inexpensive, unmanned aerial vehicle, launched from a vessel off the Atlantic coast, or even a radio‐guided toy plane propelled from a speedboat on the Potomac, disperses one gram of anthrax over the Capitol dome while the president is delivering the State of the Union message. The entire U.S. government, from the president to the chairman of the joint chiefs, from 535 members of Congress to the entire Cabinet, die a horrible death. Lungs implode and victims drown in their own blood.
Make it simple! How simplicity could become your ultimate strategy
Authors: Jensen Bill
Published: February 2008

About a year ago, I was meeting with the senior team of one of the world's most successful companies. After hearing plan upon plan about how the company would structure its way into more growth, the chief executive stood up, pounded his fist on the table, and bellowed, “We know strategies. We know structure. We can't implement worth a damn!”
New directions and new strategies for selling
Authors: Rackham Neil
Published: February 2008

The corporate world is in the midst of a significant shift in business strategy. It's a shift so visible that it seems almost trite to catalog it. The management gurus who chronicle business trends each have their own way to describe it. Michael Hammer of reengineering fame, whose work has generally been associated with the cost side of the business equation, talks of it as a shift to “long‐term growth on the revenue side.” John DeVincentis, leader of McKinsey's Worldwide Sales and Channel Management practice, calls it “a new focus on the top line.” In essence, the established strategic emphasis on bottom‐line efficiency that gave the business world such familiar techniques as downsizing, restructuring, overhead value analysis, and reengineering is being replaced by a new interest in strategies for boosting growth.
The art & discipline of business creativity
Authors: Kao John J.
Published: February 2008

This article has been adapted from John Kao's outstanding keynote presentation at the 1997 International Strategic Leadership Conference. The conference, which was held in Washington, D.C., from April 27 to April 30, was attended by approximately 900 professionals from 25 countries around the world.
Winning through innovation
Authors: Tushman Michael L.
Published: February 2008

This article is based on Professor Tushman's well‐received presentation at the 1997 international trategic leadership conference in Washington, D.C., in April
Leadership at the edge of CHAOS: From control to creativity
Authors: Youngblood Mark D.
Published: February 2008

“A new breed of companies is emerging that seems to thrive on chaos. These companies — which I call ‘Quantum Organizations’ — operate on an organic model that closely mirrors the functioning of natural systems.”
Corporate coherence and the TOP management team
Authors: Hambrick Donald C.
Published: February 2008

“In today's environment, a company that is a loose amalgamation of business units or a mere federation of regional subsidiaries is at a crippling disadvantage in its competitive marketplace.”
Strategies for success in the new global economy: An interview with Rosabeth Moss Kanter
Authors: Moss Kanter Rosabeth
Published: February 2008

This interview is drawn from highlights of Dr. Kanter's outstanding keynote presentation at the 1997 International Strategic Leadership Conference in Washington, D.C.
Beyond strategic planning to organization learning: Lifeblood of the individualized corporation
Authors: Bartlett Christopher A. , Ghoshal Sumantra
Published: February 2008

People are innately curious and, as social animals, are naturally motivated to interact and learn from one another. Over thousands of years, families, clans, and communities have evolved as teaching and learning groups, with individuals sharing information and synthesizing knowledge as a central part of their binding social interchange and as a key engine of their collective progress. Yet, somehow, modern corporations have been constructed in a way that constrains, impedes, and sometimes kills this natural human instinct. Focused on maximizing short‐term static efficiency, most have been designed to extract as much value as possible from all their assets, including people. In that process, however, they have sacrificed the long‐term dynamic efficiencies that come from continuously enhancing and upgrading the capabilities of individuals so as to enable them to create new value.
The evolving role of finance
Authors: Iversen Kathy L.
Published: February 2008

During the current economic recovery, companies world‐wide have been able to squeeze more profit from each dollar through cost control measures and streamlined processes, but now they must look for ways to increase shareholder value through top‐line growth. To do so, the finance professional's analytical talent will be required on all fronts.
RISK: Enterprise management
Authors: Schneier Robert , Miccolis Jerry
Published: February 2008

Risk is a loaded word, with connotations that include both the theoretical and the sinister. With share‐holders expecting companies to turn in consistently strong returns, risk can wreak havoc on performance and bring even the most well‐regarded company to its knees. Yet without risk, there can be no reward. But traditional approaches to risk management are incomplete—and, in many cases, downright dangerous.
Reinventing the CFO
Authors: Walther Thomas , Johansson Henry J.
Published: February 2008

Once upon a time the world of business was a lot simpler—all phones and Fords were black, all checks were green, all bathtubs were white. Demand far exceeded supply, and America owned the lion's share of the productive capacity in the world.
A lack of strategy can C‐O‐S‐T You
Authors: Latimer Michael F.
Published: February 2008

We have all heard how important it is to have a long‐term business strategy to guide an organization toward its stated goals. Yet, it should come as no surprise that many business leaders have yet to embrace the idea that sound strategies improve performance. Many still continue to accept the notion that rigorous day‐to‐day management of business activities can meet or exceed results obtained through strategic planning.
Y2K leading through the unknowns of Y2K
Authors: Wheatley Margaret J.
Published: February 2008

“No one can predict the extent or nature of the disruptions that Y2K will cause. Yet the list of potential consequences from the failure of computers and embedded microprocessors to deal with the calendar shift to a four‐digit year only keeps growing.”
Corporate surety: A lifeline to survival
Authors: Kuswa Glenn W.
Published: February 2008

Natural disasters, computer break‐ins, malevolent individuals, and terrorists threaten society at large and could destroy profitability or bankrupt a corporation. Less spectacular threats such as credit card fraud or defective products are a constant drain on profitability. Public interests and business interests often converge on surety issues. For example, national survival and corporate health depend upon delivery of communications and utilities and reducing injuries and other consequences of accidents, war, terrorism, or natural events. Surety technologies and strategies should be part of any modern corporate infrastructure and should complement insurance.
Workforce commitment: Strategies for the new work order
Authors: Stum David L.
Published: February 2008

Many employers seem to be having a recurring nightmare: a valued employee suddenly decides to leave and go to work for a competitor In today's tight job market, it takes months to fill the position—then more time and money to bring the new hire up to speed. And with the employee in place, what can be done to ensure that this bad dream won't be repeated again—soon?
Employee loyalty: A key link to value growth
Authors: Duboff Rob , Heaton Carla
Published: February 2008

This article has a very straightforward message: engendering loyalty among valuable employees is imperative.
Virtual teams: The new way to work
Authors: Lipnack Jessica , Stamps Jeffrey
Published: February 2008

Twenty‐first century problems require 21st century organizations. The bureaucratic‐hierarchical pattern that characterizes almost all organizations today was developed in the industrial age of 19th century. Then people had to be in the same place if they were to work together. As we move into the 21st century, the broad array of communication options permits the refiguring of our organizations in order to meet the rapidly changing demands of the business environment.
Transformational leadership
Authors: Ackoff Russell L.
Published: February 2008

The large and growing literature dealing with leadership has not led to an obvious increase in either the quantity or quality of leaders, particularly transformational leaders. My cursory review of the related literature leads me to the conclusion that this lack is due to the ambiguity of the concepts ofleadershipandtransformation.
The ironies of motivation
Authors: Nelson Bob
Published: February 2008

“Motivation” is one of those words that is commonly used to describe the fuzzy notion of “why we do what we do.” There are numerous ironies about motivation that make the topic all the more difficult to understand. By examining these ironies more closely, we can avoid their pitfalls. Following, then, are what I consider the top ten ironies of motivation.
Performance measures for increasing intellectual capital
Authors: Knight Daniel J.
Published: February 2008

“Leveraging intellectual capital requires a company to become a knowledge‐based organization and to revise its performance measures accordingly.”
The fastest route to right answers refining approaches for better decision‐making through performance reporting
Authors: Axson David A.J.
Published: February 2008

The impact of technology on effective management has been profound in the past 20 years and has allowed for closer inspection and greater depth of detail in information than previously believed possible. We have the power to know more about the inner workings of our companies than ever before. However, new advances on the technological front have also contributed to a morass of data, statistics, and empirical measures that have left even the most astute managers searching for clear answers—while being deluged instead with more and more information.
Using EVA to measure performance and assess strategy
Authors: Ehrbar Al
Published: February 2008

Of all the measures that corporations use to gauge their performance, none is more accurate or use‐ful than economic value added, or EVA. Used to its fullest, EVA can help corporations achieve remarkable success. In fact, most of the companies using EVA as their framework for financial management and incentive compensation have substantially outperformed their competitors.
Editor's page
Authors: Norris Marilyn
Published: February 2008

“While we were once perceived as simply providing services, selling products, and employing people, business now shares in much of the responsibility for our global quality of life. Successful companies will handle this heightened sense of responsibility quite naturally, if not always immediately. I see a future in which the institutions with the most influence by and large will be businesses.” These are the words of the late Robert Goizueta, chairman of the Coca‐Cola Company. They were quoted in an article by Theo Lippman Jr in The Baltimore Sun on July 5, 1998. This quote and the remaining article triggered my thinking about the need to bring this strategic concern to the fore in Strategy & Leadership.
Looking ahead to global capitalism: An interview with Edith Weiner
Authors: Weiner Edith
Published: February 2008

The primary force that is shaping the global environment is the spread of American‐style capitalism. The collapse of communism as a viable economic system left in its wake the triumph of capitalism. American‐style capitalism offers two key benefits: accountability and transparency. Where there are transparency and accountability, there is greater safety for investments; and where there is greater safety, there is lower cost of attracting capital. There will also be a strong moderating force called the “stewardship ethic,” which brings with it a flattening of organizational hierarchies and a growing sense of responsibility for the long‐term effects of every action. The stewardship principle is going to under‐pin business actions in relation to the environment, human rights, ethics, the family, community, and so on.
Wisdom of the CEO: An interview with Grady Means
Authors: Means Grady
Published: February 2008

In this interview, Grady Means describes the context within which today's businesses must operate and the steps key business leaders are taking to ensure their success in this environment. Topics discussed include: business‐to‐business e‐commerce, a global strategic perspective, collapsed planning cycles, heuristic planning based on options, creating outsourcing auction networks, and knowledge management among communities of interest. By recognizing the cycles of change and taking bold action, Grady Means believes that companies will see growth rates and wealth creation that are unprecedented.
A psychological analysis of leadership effectiveness
Authors: Hartman Lorne
Published: February 2008

Leadership research has been characterized by narrowly focused studies with little integration of findings from the different approaches. This article summarizes a study that attempts to embrace a broader view by examining the relationship between leader traits and leadership behavior to determine leadership effectiveness across different situations. A key take‐away from this analysis is that in order to be effective a leader must be warm, outgoing, kind, and trustworthy.
Political realities in strategy
Authors: Avakian Paul N.
Published: February 2008

With strategy, it is better to imitate the powerful rather than the common or imaginary — and if one applies Machiavelli's clinical stance of cold reality to analyzing the ways of powerful companies, one sees machinations rooted in behavior manipulation and the orchestrating of upper hands. This article works with a political concept of strategy and uses strategy themes of Intel and Microsoft to demonstrate how objectives are achieved through the use of scheme and premeditation. The author works beneath the rhetorical coverings to get at the true behavior in effective strategy. He describes the use of power over another company or over customer groups to get those parties to behave in ways that suit the manipulator, and how the forces of politics play out in the pursuit of corporate goals.
Co‐opetition: Competitive and cooperative business strategies for the digital economy
Authors: Nalebuff Barry J. , Brandenburger Adam M.
Published: February 2008

The words we use influence how we think. For example, when we think about business, most of us would probably say “Business is War.” A company has to capture J the market, beat the competition, make a killing, bury the competition. Using this metaphor, we have a whole vocabulary of winners and losers. Yet, in reality, thats often misleading. We may think there will be victors and vanquished in a price war, but in the end, no one wins.
Collection Development for Academic Libraries in a Changing Environment
Authors: Guyatt Joy
Published: February 2008

It is obvious that when resources are insufficient to meet all legitimate demands, priorities should be established. During the last decade, funds available to academic institutions in English‐speaking countries have been reduced while the information sources on which they depend continue to increase and the changing technology of access provides new challenges for academics and librarians.
How Many Books?
Authors: Beits Douglas A. , Hargrave Roger
Published: February 2008

A proposed model of the use of public library lending bookstocks, and a programme of data collection to establish the key parameters.
9. Working your Way up the Ladder:
Authors: Layzell Ward Patricia
Published: February 2008

An earlier version of this article appeared in print in 1981 following participation in a workshop which had taken what seemed to me to be a negative view of discrimination. It was also drafted at a time when I had started to apply for posts in order to attain the role that for me was important. Soon afterwards I achieved this goal and had a bonus in moving to Western Australia. The earlier article has been tidied up and some later publications have been added.
The Albatross Inheritance: Local Studies Libraries
Authors: Petty Mike
Published: February 2008

1. Introduction Victorian librarians saw the public library as a place where citizens could find material relating to their contemporary community — its health, finance, welfare and educational organisations; it would also be a depository for items relating to its past. By 1901 the Cambridge Free Library had taken so much care in this regard that “the historian of the future will find here all that he will need and that is as it should be”. But priorities changed within the library service. Within 50 years 60 per cent of that material had been dispersed and the remainder moved out of public view where it lay largely unused and unremembered. It had no place in the post‐war priorities of the public library service which had turned instead to “current information”, lists of societies, tourist information and the development of a general reference service concentrating on areas of comprehensiveness such as bus and train timetables from across the country. Today, community information and computer databases are the current information priorities, and although the unique, comprehensive local collection has been revived, invigorated and republicised, it remains an oddity, non‐conforming to the pre‐ordained management structure, an “albatross inheritance”.
2. Outreach: Investigating Learning Needs
Authors: Neale Brenda
Published: February 2008

In 1983 Islington Library Service published a report as part of the London Borough of Islington/Inner London Education Authority Learners Advisory Service research project. Based on sympathetic interviews from which extensive quotations have been drawn, the report explores the learning needs of adults in Islington. The setting up of the Islington project was timely and the outcome of developments in the two related fields of continuing education and librarianship.
3. The Provision of Information for Adult Learners
Authors: Carter Julia
Published: February 2008

This report is the result of a five‐month survey of information provision in the London Borough of Islington. It looks at information on learning opportunities for adults and complements Brenda Neale's survey of adult learner needs which identified a lack of accessible information as a major barrier for adults in the Borough wishing to return to learning.
College Libraries in India: A Case Study
Authors: Bavakutty M.
Published: February 2008

Libraries are the real centres of learning. The realisation of the objectives of education will be possible only with an adequately conceived system of libraries. The objectives of higher education are: