Journal of Business Strategy: Volume 32 Issue 2


Table of contents

Fake: can business stanch the flow of counterfeit products?

Stephen A. Stumpf, Peggy E. Chaudhry, Leeann Perretta

To 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 Parry

This 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 Klein

The 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. Sviokla

To 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. Jain

The 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. Jackson

Most 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 Marren

To relate the importance of branding – broadly defined, internal and external – to competitive strategy.

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