Strategy & Leadership: Volume 36 Issue 5


Table of contents

In the crucible: Robert J. Thomas explains how leaders learn

Robert J. Allio

Findings by leadership researcher Robert J. Thomas suggest that organizations reconsider what they know about how successful leaders actually learn. In an interview Thomas

Co‐creating value through customers' experiences: the Nike case

Venkat Ramaswamy

This 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 Sterling

This case study aims to demonstrate how the Timeline Theatre, a non‐profit organization that has won awards for managerial excellence and artistic achievement, has

Innovation: scenarios of alternative futures can discover new opportunities for creativity

Gill Ringland

The 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

How CEOs can promote a strong market culture

Linden Brown, Sean M. Gallagher, Christopher Brown

The 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

Internet tools enable organizational transformation from the inside out: the Nokia Siemens Networks case

Anne Deering, Andy Cook, Gillis Jonk, Anne van Hall

This 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

Cover of Strategy & Leadership



Renamed from:

Planning Review

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Copyright Holder:

Emerald Publishing Limited

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Merged from:

The Antidote


  • Mr Robert Randall