Journal of Business Strategy: Volume 29 Issue 6

Why bigger is not always better: the strategic logic of value creation through M&As

The strategic thinking behind numerous M&As is: “bigger is more important than better”. Such logic is also followed in the growth strategies of many players who believe that…

Kick the discounting habit: step one for more effective pricing

Discounting has become the crack cocaine of senior management with terrifying effects on both revenue and profits. The purpose of this paper to show managers how and where to put…

When Porter's generic strategies are not enough: complementary strategies for turnaround situations

Purpose – Porter's generic strategy matrix often proves inadequate for use by distressed firms, because it assumes that ventures operate “normally” in competitive environments…

Alignment and follow‐up: steps to strategy execution

This paper aims to provide a framework for the successful execution of business strategy in medium to large organizations.

Sport hospitality as a business strategy

The demand for sport tourism throughout the world has risen in recent years for several reasons, most significantly an increased emphasis on health and fitness and the increased…

Consumer warfare: implications for marketing strategy

Instead of being characterized as manufacturers competing among themselves for business, the marketplace today can be best depicted as powerful consumers competing among…

Net shareholder value

Most investors and business leaders understand that the internet has created a few high‐profile success but many more start‐up businesses that have destroyed rather than created…

What is your Web 5.0 strategy?

The worldwide web continues to evolve as a key capability for commercial and human interactions. This paper lays out how the web is likely to evolve and key capabilities…

Strategic improvisation

This paper discusses the parallels between business strategy and improvisational comedy.

Editor's note

Note from the publisher