Journal of Business Strategy: Volume 30 Issue 6


Table of contents

Brain drain: why top management bolts after M&As

Jeffrey A. Krug

This paper aims to analyzes merger, firm, and country characteristics that may explain the root causes of long‐term executive instability in target company top management teams.


Engaging China: strategies for the small internationalizing firm

Rolf D. Cremer, Bala Ramasamy

To date, more than 400 of the Fortune 500 companies have already established their presence in China. Like their larger counterparts, smaller multinationals are also attracted by


BRICOland brands: the rise of the new multinationals

James Bell

The purpose of this paper is to demonstrate to business leaders in the developed world that many powerful brands are rising in the emerging economies; to indicate how those


The illusion of smart decision making: the past is not prologue

Sydney Finkelstein, Jo Whitehead, Andrew Campbell

The purpose of this paper is to study the role of misleading experiences, and how decision‐makers' experience can sometimes lead them to think they are right when they are really


Finance is everything: advice from turnaround managers

Herbert Kierulff, Henry L. Petersen

There are many reasons why companies drift – or plunge – into financial disaster. Factors such as market share loss, excess debt, management problems, technology changes or credit


Re‐energizing a product portfolio: case study of a pharmaceutical merger

Sanjay K. Rao

In 2007 global mergers and acquisitions (M&A) activity totaled a record $4.38 trillion, up 21 percent from 2006. Despite current turbulence in the world financial markets, 44


Chief Synergy Officer

Stuart E. Jackson

Chief strategy officers (CSOs) or other executives in similar roles have a range of responsibilities in the organization, often including communicating corporate strategy to key


Obliterate knowledge management: everyone is a knowledge manager!

Ajit Kambil

Knowledge assets are a critical basis of competition, but knowledge management (KM) often fails to deliver in effectively growing the value of these assets. This paper aims to lay


Think the thinkable

Patrick Marren

The purpose of this paper is to emphasize the importance of anticipation rather than prediction in business strategy.

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Business Strategy Series

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  • Ms Nanci Healy