Management Decision: Volume 41 Issue 1

A new strategic information technology investment model

Marc J. Schniederjans, Jamie L. Hamaker

Many of the financial instruments used in classic investment analysis do not apply to typical information technology investment decision making because of the multi‐criteria and…

Managing radical organisational transformation

D. Francis, J. Bessant, M. Hobday

For various reasons organisations can enter a condition that presents them with a “transformational imperative”. This happens when “old” ways of doing business cease to deliver…

Organizational mechanisms for successful IS/IT strategic planning in the digital era

Gwo‐Guang Lee, Rong‐Ji Bai

As e‐business strategies have received growing attention from entrepreneurs, executives, investors and industry, information systems (IS)/information technology (IT) strategic…

International protection of trade secrets when using the Internet

Thomas M. Apke

Protection and enforcement of trade secrets outside the USA have been minimal and undeveloped and of particular concern when using the Internet. Substantive and procedural laws…

The television (r)evolution within the multimedia convergence: a strategic reference framework

Andrea Rangone, Alessandro Turconi

The television business, traditionally static and conservative, is undergoing a deep transformation process in the multimedia age. Technological (r)evolutions are driving…

To win without fighting: an integrative framework

Hao Ma

“To win without fighting” is perhaps the supreme ideal in strategic management. This article coalesces extant strategy literature under the overarching theme of “to win without…

Nothing new under the sun: transformational leadership from a historical perspective

John H. Humphreys, Walter O. Einstein

Transformational leadership theory is a relatively recent entrant into the realm of management thought. In fact, the majority of this literature has been published in the past 15…

Does history matter in strategy? The possibilities and problems of counterfactual analysis

Charles Booth

Does history matter in strategy? The lack of attention given to historical perspectives in the mainstream literature suggests that it does not. Recently, however, authors have…

The emergence of the technostructure: lessons from the East India Company 1713‐1836

P. Bruce Buchan

This article examines the locus of power in the large corporation (The East India Company) over a 125 year period and the career paths of two of its dominant players (Laurence…