Journal of Strategy and Management: Volume 4 Issue 2


Table of contents

Economic recessions, strategy, and performance: a synthesis

Scott Latham, Michael Braun

Despite the episodic pervasiveness of recessions and their destructive impact on firms, a void exists in the management literature examining the intersection between recessions…


Top manager ownership levels and incentive alignment in inventively active firms

Edward Levitas, Vincent L. Barker, Mujtaba Ahsan

Firms that pursue invention face special conditions that heighten the potential conflict between managers and shareholders. High R&D spending increases the information asymmetry…

Competitive advantage in the online game industry in Taiwan

Fen‐may Liou, Yuan‐Chuan Gao

Previous studies have suggested that one may trace the factors (i.e. sources of the competitive advantage) that cause the firm performance by examining the performance itself…


Real options logic in R&D project valuation: A useful tool for decision making through the lens of heuristics

Jeffrey N. Street, Mukunthan Santhanakrishnan

Decision making for acceptance of an R&D project occurs under uncertainty and may involve predominantly quantitative analyses, such as net‐present value, predominantly intuitive…

“Doing” strategy

Jonathan Pugh, L. Jay Bourgeois

Most of today's conversations around crafting business strategy center on which strategic framework is most appropriate for a firm, its strategist, or CEO to use. This opinion…


BSkyB transformation from a new loss‐making venture to a successful organisation: Case study and interview with Jeremy Darroch, Chief Executive of British Sky Broadcasting Group Plc

Nicholas O'Regan, Abby Ghobadian

This paper aims to articulate strategic dilemmas faced by a Chief Executive of a highly successful company and how such dilemmas were resolved.

Cover of Journal of Strategy and Management



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Copyright Holder:

Emerald Publishing Limited

Open Access:



  • Dr. Nicholas O'Regan
  • Professor Abby Ghobadian