Management Decision: Volume 45 Issue 3

The problematic of strategy: a way of seeing is also a way of not seeing

The paper aims to question the post‐rational observations and traditional constructions of strategy in terms of what they achieve and what they fail to achieve, and seeks to…

Hierarchical strategies and strategic fit in the keep‐or‐sell decision

Besides applying knowledge in own products and services, firms increasingly exploit their knowledge assets externally, e.g. by means of licensing out technology. The aim of this…

Firm value creation and levels of strategy

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…

Corporate strategy and shareholder value during decline and turnaround

The paper aims to assess the impact of corporate strategy on shareholder value in decline and turnaround situations.

Core competency beyond identification: presentation of a model

The purpose of this paper is to outline a model that is conceptually and empirically applicable by practitioners in contexts extending beyond mere core competence identification.

Strategizing through the capability lens: sources and outcomes of integration

This paper aims to explore the concept of capabilities and where they come from as well as their impact on integration and performance.

Resource margin accounting: an elucidation and preliminary empirical testing

The aim of this paper is to describe “resource margin accounting” (RMA) as a valuation framework in strategic analysis.

A swift response tool for measuring the strategic fit for resource pooling: a case study

A literature review, confirmed by in‐depth interviews in industry, indicated a high level of reluctance to implement horizontal collaboration in business. One of the main reasons…

Enhancing the prescriptiveness of the resource‐based view through Porterian activity analysis

Almost since the inception of the resource‐based view (RBV), critics have complained that the view is weak in the prescriptive dimension. A recent statement of this critique is by…

Driving a resource orientation: reviewing the role of resource and capability characteristics

This study seeks to introduce the role of resource and capability characteristics as drivers of a resource orientation (RO) and to examine empirically these relationships in…

Levels of strategy and performance in UK small retail businesses

This study aims to investigate the way in which small retailer performance is influenced by strategy at different levels. It also aims to propose that business level strategy is…

Organizational alignment and performance: past, present and future

The purpose of this paper is to identify and define the types of organizational alignment – vertical and horizontal; to examine the evidence for the alignment‐performance…

Balanced scorecard and hoshin kanri: dynamic capabilities for managing strategic fit

The paper seeks to combine the uses of the balanced scorecard and hoshin kanri as integrative dynamic capabilities for the entire strategic management process. It aims to posit a…

Knowledge as a lens on the jigsaw puzzle of strategy: Reflections and conjectures on the contribution of a knowledge‐based view to analytic models of strategic management

The purpose of this paper is to demonstrate how to incorporate knowledge concepts into analytical models of strategy formulation and the strategic theory of the firm.

Expatriates and corporate‐level international strategy: governing with the knowledge contract

This paper proposes a methodology for governing expatriate assignments in the context of corporate‐level objectives.

From strategic fit to customer fit

The purpose of this paper is to extend the strategic fit discourse by proposing a customer‐based perspective.

More than friendship is required: an empirical test of cooperative firm strategies

The purpose of this paper is to examine a proposed six‐construct theoretical model of factors influencing successful cooperative relationships and strategy development.

A holistic framework for the strategic management of first tier managers

The intention of this research paper is to shed light on the key factors influencing the human resource management (HRM) performance of first tier managers (FTMs), and the vital…

From a hierarchy to a heterarchy of strategies: adapting to a changing context

The purpose of this paper is to question the continued usefulness of the hierarchy of strategies framework and to propose a new approach.

Introduction