Strategy & Leadership: Volume 44 Issue 2

Subjects:

Table of contents

Jeffrey Pfeffer: stop selling leadership malarkey

Brian Leavy

For insights into the debate between consultants who advocate authentic, character-based leadership and those that believe leadership is primarily an exercise of political…

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2110

Christensen updates disruption theory

Stephen Denning

Recently, observers of the battle between incumbents and challengers have turned the field of disruptive innovation theory into contested territory. What strategies work…

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5168

What will happen to the “American Dream”? Four scenarios for opportunity in the United States to 2035

Stephen M. Millett

To 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…

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1169

Learning lessons in strategic novelty from outliers

Liisa Välikangas, Michael Gibbert

Conventional strategy is being challenged by industry shifts and by potentially disruptive strategic innovations that organizations that do not fit established ways of…

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746

Transforming disagreements into opportunities to enhance learning, decision making and trust

Sergiy Dmytriyev, R. Edward Freeman, Mark E. Haskins

Disagreements related to processes, priorities, and purpose surface within organizations. Disagreements may be between colleagues, or between internal and external…

Strategies for leading IT-enabled change: lessons from a global transformation case

Einar Iveroth

The 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…

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