Journal of Strategy and Management: Volume 6 Issue 3


Table of contents

Separation and reconnection episodic organizational arenas in the strategic process

Gustaf Kastberg

Within the strategy as practice field several studies have recently paid attention to organizational arenas like meetings, workshops and away‐days. There has, however, been a…

Interoperability of implicit and explicit firm‐level knowledge accumulation

Wen‐Hsiang Lai

The essence of core competitiveness in an enterprise is the ability to embed knowledge into the routine work of the enterprise and to transform personal knowledge into corporate…

A new model of strategic thinking competency

Polboon Nuntamanop, Ilkka Kauranen, Barbara Igel

This paper seeks to present new insights into strategic thinking, proposing a model of strategic thinking competency.


Translating strategy into practice: the role of communities of practice

Allan Macpherson, Elena Antonacopoulou

This empirical paper aims to show how communities of practice have been used as a tractable management tool to operationalize strategy in practice. The analysis shows how CoPs can…


Collaboration networks and innovation: does corporate lobbying matter?

Mine Ozer, Irem Demirkan, Omer N. Gokalp

This study aims to investigate how corporate lobbying affects the relationship between collaboration networks and innovation.

Advisors’ role in cross‐border acquisitions: new challenges and opportunities

Rosa Caiazza

Current events have led academics and practitioners to rethink cross‐border M&A challenges in a tumultuous global business environment and the role of advisors in supporting the…

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Copyright Holder:

Emerald Publishing Limited

Open Access:



  • Dr. Nicholas O'Regan
  • Professor Abby Ghobadian