Table of contents
In the crucible: Robert J. Thomas explains how leaders learn
Robert J. AllioFindings by leadership researcher Robert J. Thomas suggest that organizations reconsider what they know about how successful leaders actually learn. In an interview Thomas aims to…
Co‐creating value through customers' experiences: the Nike case
Venkat RamaswamyThis case aims to demonstrate how leading firms are learning how to sustain competitive advantage by co‐creating experiences of value with customers.
A non‐profit theater's strategy focuses on experiences
John SterlingThis case study aims to demonstrate how the Timeline Theatre, a non‐profit organization that has won awards for managerial excellence and artistic achievement, has implemented…
Innovation: scenarios of alternative futures can discover new opportunities for creativity
Gill RinglandThe purpose of this paper is to show how scenarios of the future can offer “stretch zones” for the imagination. Such scenarios provide several alternative model future worlds for…
How CEOs can promote a strong market culture
Linden Brown, Sean M. Gallagher, Christopher BrownThe authors believe that corporate culture, if correctly aligned with the external environment, is the key to long‐term organizational success. The paper aims to explain how CEOs…
Internet tools enable organizational transformation from the inside out: the Nokia Siemens Networks case
Anne Deering, Andy Cook, Gillis Jonk, Anne van HallThis paper aims to show that large organizations or geographically dispersed businesses that adopt “Web 2.0” tools to power their transformation process can become as nimble and…
ISSN:
1087-8572Renamed from:
Planning ReviewOnline date, start – end:
1996Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridMerged from:
The AntidoteEditor:
- Mr Robert Randall