Journal of Business Strategy: Volume 39 Issue 4


Table of contents

Pacing international acquisitions: emerging markets as the new success stories

Kui Du, Yuan-May Jaw

The purpose of this paper is to investigate how to manage the pace of international expansion through acquisitions based on a case study of a Chinese conglomerate, Wanda Group.

The company in society: when corporate responsibility transforms strategy

Sonja Lahtinen, Hannu Kuusela, Mika Yrjölä

This study aims to identify and analyze the different roles corporate social responsibility (CSR) can play in corporate strategy. By acknowledging that one of the biggest…


Shaking up business models with creative strategies: when tried and true stops working

Sarah Browne, Pamela Sharkey Scott, Vincent Mangematin, Patrick Gibbons

The purpose of this paper is to provide guidelines for practitioners for developing creative strategies and new business models.


Surviving regulation: how European energy industries are adapting to new rules

Killian McCarthy

In Paris, in 2015, 195 countries agreed to limit the emission of CO2. The German Energiewende is an example of the types of regulatory changes that countries will need to enact to…


Measuring radical innovation project success: typical metrics don’t work

Jimmi Normann Kristiansen, Paavo Ritala

Firms frequently struggle with measuring the performance of their radical innovation activities. Due to the uncertainty and ambiguity involved, key performance indicators (KPIs…


Customers becoming creators: how firms leverage technology and consumers for new value

Pierre Dal Zotto, Sylvain Colombero, Federico Pigni, Meyer Haggège

The rapid development of information and communication technologies (ICTs) has facilitated consumers’ involvement in firms’ value creation processes through increasingly near…


The swansong of the fascist octopus: creating effective change communications

Peter Hirsch

The purpose of this paper is to examine why corporations frequently do such a bad job in change communications and succumb to clichéd terminology when communicating change.

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