Journal of Business Strategy: Volume 28 Issue 6

The customer‐led bank: how to retain customers and boost top‐line growth

Matt Symonds, Tim Wright, John Ott

Banks have worked hard to improve their bottom‐line performance by focusing relentlessly on cutting costs. The effort made banks leaner, but essential as those efficiency gains…

Avoiding overconfidence in the high‐stakes game of M&A integration

Punit Renjen, Dwight Allen

The field of M&A management remains a work in progress. The principles and practices for effective integration are only partly codified and imperfectly understood. Even with…

Overcoming change fatigue: lessons from Glasgow's National Health Service

Robert MacIntosh, Nic Beech, Juli McQueen, Ian Reid

This paper explores the practicalities of organizational change in complex settings where much change has already occurred. It therefore offers insights into tackling and…

Issue or problem? Managing the difference and averting crises

Tony Jaques

Modern managers are expected to deal with a wide range of problems – only some of which are properly defined as organizational issues. The purpose of this paper is to distinguish…

Partnership or self‐reliance: prescriptions for small and medium‐sized enterprises

Lee Li, Gongming Qian

The past decade has witnessed the growing importance of partnerships by small and medium‐sized enterprises (SMEs). Yet, despite the popularity and presumed strategic importance of…

Sticks and stones: shareholder activists in the public forum

Catherine M. Dalton, Dan R. Dalton

This paper discusses shareholder activists in the public forum.

High‐functioning business strategy

Patrick Marren

The paper expresses the author's viewpoint on business strategy.

Creating value through acquisitions

Stuart E. Jackson

Acquisitions can be a powerful tool to achieve growth, enter new markets and expand the range of a firm's capabilities. But with the highly competitive market for acquisitions and…

Editor’s note

Nanci Healy