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Emerald Group Publishing Limited
Copyright © 2003, MCB UP Limited
You may have noticed some changes with this issue of the journal! In April 2003 the journal was acquired by Emerald, an international publishing company. Emerald publishes over 120 titles covering the major management disciplines, library and information services journals, as well as a strong specialist range of engineering, applied science and technology journals. In a case of shameless self-promotion, you can find out more about who we are and our publishing philosophy by visiting our Web site - www.emeraldinsight.com
As a subscriber to the Journal of Business Strategy you will also have access to our Web resource (www.managementfirst.com). ManagementFirst is a free service to Emerald journal subscribers, and includes cutting edge articles, guru interviews, case studies, discussion forums, and a weekly newsbrief. To activate your free access please visit, www.managementfirst.com/info/accounts.htm
Although we have redesigned the journal's appearance, we remain dedicated to the delivery of high quality content that you have come to expect. We will continue to deliver practical articles on all aspects of strategy, written by experts who's own knowledge and experience will be invaluable to you.
Our cover stories in this issue look at how different cultures affect business - ignore them at your peril! The first article gives an excellent insight in to the pitfalls of emerging markets. I am sure you will learn something new from the authors, Liz Fealy and Dave Kompare. Following on from this, Jerry Want explores the risks of not considering different business cultures when undertaking M&As. The author highlights some interesting examples of where this went tragically wrong and gives advice on how to avoid making the same mistakes. Feature articles in this issue include Barbara Davison's look at management ratios. The historical and future trends of this important area are explored. Consultants Aland Eilles, Matt Bartles and Barry Brunsman supply a very good case study of BP's use of the Relationship Portfolio Approach to partnerships. Christine Orhesky gives some sound advice regarding security and rounding off, Miles Cook and Russ Hagey, look at four reasons why supply chains fail.
Also, we continue to have our regular column from Patrick Marren and Catherine Daily and her colleague Dan R. Dalton of the Kelly Business School, Indiana University follow up on their article in the May/June issue on boardroom independence. In this issue they take a close look at how boardrooms should be separated so as to avoid conflicts of interest as well as creating true independence. They suggest that new and planned legislation does not go far enough, in a post-Enron business world.
We hope that you enjoy the articles in this issue, and continue to find the journal stimulating and educational. Future issues will continue to give advice from thought leaders on the topics that effect you everyday. We aim to look at a problem from a number of different angles so you are supplied with a range of possible options.
Finally, if you would like to contact us with any comments we would be pleased to hear from you. Your suggestions for topics that we should be covering are particularly welcome. You can e-mail us at firstname.lastname@example.org
Paul WoodManaging Editor