Journal of Business Strategy: Volume 26 Issue 4


Table of contents


Patrick Marren

To provide the author's opinions about key issues in strategy and the future to the readership.


Corporate governance reforms: profiling at its worst

Catherine M. Dalton, Dan R. Dalton

Looks at modern guidelines for corporate governance as essentially an exercise in profiling. Sarbanes‐Oxley, oversight agencies, and self‐regulatory agencies focus on the adoption


Finding new paths to growth by managing brand portfolios well

Richard Wise, Andrew Pierce

Looks at which brands are best positioned for growth and why it is important to actively manage brands as a cohesive portfolio.


A short, practical guide to implementing strategy

Michael K. Allio

Most strategies stumble in the implementation phase. This article outlines a market‐validated process, and practical guidelines, for optimizing implementation. The primary


Value innovation: a leap into the blue ocean

W. Chan Kim, Renée Mauborgne

This paper reports the results of more than a decade‐long research journey on how firms can go beyond competing to creating uncontested market space, or “blue oceans,” that makes


Restoring trust in American business: the struggle to change perception

Michael B. Goodman PhD

To analyze the challenges for business posed by rising anti‐Americanism and anti‐globalism, the need to restore trust in business, and the demands of transparency. These


Value‐changing behavior: getting the habit

Brent Wortman

To help corporate business executives convert what they know about value into what they can do about creating value in their organizations.


Segment and destroy: the missing capabilities of knowledge management

Kevin C. Desouza, Yukika Awazu

To draw management and scholarly attention to two missing capabilities in a knowledge management program: segmentation capability and destruction capability.


Why old tools won't work in the “new” knowledge economy

Norman T. Sheehan

Knowledge‐intensive firms are growing in importance yet there are few tools to help managers to analyze and improve their performance, which this paper aims to describe.

Cover of Journal of Business Strategy



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Business Strategy Series

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Emerald Publishing Limited

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  • Ms Nanci Healy