Table of contents
Jeffrey Pfeffer: stop selling leadership malarkey
Brian LeavyFor insights into the debate between consultants who advocate authentic, character-based leadership and those that believe leadership is primarily an exercise of political power…
Christensen updates disruption theory
Stephen DenningRecently, observers of the battle between incumbents and challengers have turned the field of disruptive innovation theory into contested territory. What strategies work for…
What will happen to the “American Dream”? Four scenarios for opportunity in the United States to 2035
Stephen M. MillettTo further a dialog about the future of opportunities in America, this exercise imagines what life would be like in four alternative possibilities, or scenarios, emerging from now…
Learning lessons in strategic novelty from outliers
Liisa Välikangas, Michael GibbertConventional strategy is being challenged by industry shifts and by potentially disruptive strategic innovations that organizations that do not fit established ways of doing…
Transforming disagreements into opportunities to enhance learning, decision making and trust
Sergiy Dmytriyev, R. Edward Freeman, Mark E. HaskinsDisagreements related to processes, priorities, and purpose surface within organizations. Disagreements may be between colleagues, or between internal and external protagonists…
Strategies for leading IT-enabled change: lessons from a global transformation case
Einar IverothThe aim of this article is to provide strategic insights of how multinational organizations lead IT-enabled change on a global scale. The article summarizes the findings from a…
ISSN:
1087-8572Renamed from:
Planning ReviewOnline date, start – end:
1996Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridMerged from:
The AntidoteEditor:
- Mr Robert Randall