Strategy & Leadership: Volume 39 Issue 6

Subjects:

Table of contents

Successfully implementing radical management at Salesforce.com

Stephen Denning

This case aims to describe the practices of Salesforce.com, one of the most successful examples of a company transitioning from traditional management to radical management.

How BMW successfully practices sustainable leadership principles

Gayle C. Avery, Harald Bergsteiner

This BMW case aims to show how many of the company's practices that accord with principles espoused in the authors' sustainable leadership model contributed to its

Seven basic strategic missteps and how to avoid them

Simon Mezger, Maurice Violani

The purpose of this paper is to warn managers of the common missteps that can trip up strategy making and suggest how such pitfalls can be avoided.

Five questions for addressing ethical dilemmas

Gerard L. Rossy

This paper aims to offer a framework of five questions for analyzing ethical dilemmas faced by managers and professionals. The framework's main purpose is to help

The CEO's ethical dilemma in the era of earnings management

Roger Martin

The paper aims to argue that stock‐based compensation for top leaders is a very recent phenomenon that is associated with lower shareholder returns, bubbles and crashes

2011 Conversational Marketing Summit in New York

Kenneth Alan Grossberg

The author listened to many major corporate players discuss the brave new world of brand conversations and content engagement at the 2011 CM (“Conversational Marketing”

Cover of Strategy & Leadership

ISSN:

1087-8572

Renamed from:

Planning Review

Online date, start – end:

1996

Copyright Holder:

Emerald Publishing Limited

Open Access:

hybrid

Merged from:

The Antidote

Editor:

  • Mr Robert Randall