Table of contents
Fake: can business stanch the flow of counterfeit products?
Stephen A. Stumpf, Peggy E. Chaudhry, Leeann PerrettaTo identify ways for business managers to reduce consumer complicity with counterfeit products by better aligning their actions with consumer beliefs of complicity.
Drivers of change: a contemporary model
Christina Kirsch, John Chelliah, Warren ParryThis paper introduces a contemporary model developed by a Sydney‐based consulting firm, ChangeTracking Research. The model was developed through an initial survey of 146 companies…
Corporate culture: its value as a resource for competitive advantage
Andrew KleinThe purpose of this research study is to investigate the application of the resource‐based view to a construct of organizational culture, doing so in the context of the generic…
How platform leaders win
Gezinus J. Hidding, Jeff Williams, John J. SvioklaTo study successful strategies in platform industries, which are IT products that enable (a network of) users to communicate with each other, and that, consequently, exhibit…
Innovation by harmonizing continuity and change
J.S.A. Bhat, Sushil, P.K. JainThe objective of this paper is to present a broad‐based tool primarily for the use of practitioners at the senior and middle management levels, to analyze the innovation…
Money for nothing
Stuart E. JacksonMost business organizations put lots of thought and effort into how to sell and deliver to customers a product or service that meets their needs at a particular point in time. But…
Brand spanking
Patrick MarrenTo relate the importance of branding – broadly defined, internal and external – to competitive strategy.
ISSN:
0275-6668Renamed from:
Business Strategy SeriesOnline date, start – end:
1980Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditor:
- Ms Nanci Healy