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The purpose of this paper is to outline a model that is conceptually and empirically applicable by practitioners in contexts extending beyond mere core competence identification.

This paper presents a conceptual review of a model.

This paper demonstrates that the associated concepts (competence, capability, and resources) have characteristics that differ both conceptually and empirically. The findings also indicate that competencies are central to core competence matters; it is possible to distinguish them analytically by three criteria. Furthermore, the notions of hierarchy suggested in previous research could not be verified which implies that the associated concepts all reside at the same hierarchy level.

The findings advance core competence theories that better serve the needs of practicing managers and consultants, by initiating a specific research agenda in conceptual and empirical reviews and discussions. By proposing a model, the study provides a point of departure for core competency research that goes beyond matters of identification.

The dissimilar characteristics of the associated concepts offer great opportunities to core competency management, by means of the different influences they have on core competencies. Their influence makes organizational change and rejuvenation not only comprehensible, but also manageable. This is of particular importance to organizations that need ongoing renewal of core competencies, for example, when facing dynamic business environments. Competence improvements manage and change core competencies; capability supports reinforce and create structure before, during, and after a change process; resource utilizations are operative, and need daily attention.

The paper initiates a new research agenda for core competency matters by acknowledging specific features of the concepts associated with core competence. This makes a significant contribution to the existing literature in terms of practical and scholarly applicability.

Recognizing the heterogeneity of services, this paper aims to clarify the characteristics of forward and the corresponding reverse supply chains of different services.

The paper develops a two-dimensional typology matrix, representing four main clusters of services according to the degree of input standardization and the degree of output tangibility. Based on this matrix, this paper develops a typology and parsimonious conceptual models illustrating the characteristics of forward and the corresponding reverse supply chains of each cluster of services.

The four main clusters of service supply chains have different characteristics. This provides the basis for the identification, presentation and explanation of the different characteristics of their corresponding reverse service supply chains.

The findings of this research can help future researchers to analyse, map and model forward and reverse service supply chains, and to identify potential research gaps in the area.

The findings of the research can help managers of service firms to gain better visibility of their forward and reverse supply chains, and refine their business models to help extend their reverse/closed-loop activities. Furthermore, the findings can help managers to better optimize their service operations to reduce service gaps and potentially secure new value-adding opportunities.

This paper is the first, to the authors ' knowledge, to conceptualize the basic structure of the forward and reverse service supply chains while dealing with the high level of heterogeneity of services.

The purpose of the paper is to examine and analyze the development of strategic management as a field of inquiry.

The paper relies on secondary‐source analysis.

Strategic management has evolved significantly over the past four decades and today it is a well accepted and respected field of inquiry. In gaining academic acceptance, it has lost its practitioner root and it relies too heavily on positivistic deductive research methods and economics as the base discipline. The paper argues that it is time for a re‐think.

The paper argues for a more inclusive approach to strategic management where inductive qualitative research drawing on base disciplines such as sociology, political economy, psychology, behavioral economics play a significant role alongside positivistic deductive approach mainly rooted in industrial or organizational economics.

To continue its impressive upward trajectory, strategic management needs to pay more attention to relevance but not at the expense of rigour. Furthermore, strategic management needs to embrace more issues of interest to practice such as implementation, sustainability and regulation.

The paper provides an overview of developments in the field of strategic management and to move forward it is important to have a good grasp of the past.

British Telecom (BT) has achieved a classic turnaround that involved divestment and efficiency drives. This interview with Sir Mike Rake, Chairman of BT, sheds light on BT's past development and future growth.

The paper takes the form of an interview with Sir Mike Rake, Chairman of BT.

The interview outlines a number of important factors in running a resilient and effective global company such as culture and common values, leadership at board and executive levels, remuneration transparency, skills, technology, and corporate governance.

The paper provides insight into the strategic journey of BT.

The focus of extant strategy literature is on for‐profit organisations and within these group public organisations. There are other forms of organisations and following the deep recession of 2008 there is greater interest in other forms of organisation. In this case study and interview the aim is to examine strategy, strategic decisions and strategic management of a not‐for‐profit provident.

The paper draws on documentary evidence and a semi‐structured interview with Ray King, chief executive of Bupa. The perspective of CEO is key in strategy and such perspectives are relatively rarer.

Bupa invests its surplus to provide better healthcare. Free from the pressures of quarterly reporting and shareholders it can pursue long‐term value creation for members rather than short‐term surpluses.

The case study and interview offers a unique insight into strategy‐making within a successful mutual provident that has grown organically and externally becoming an international leader in health insurance.

This case study sheds light on strategy‐making within a not‐for‐profit provident that has diversified and grown significantly over the past six decades. Furthermore, very few case studies offer insight into the thinking of a chief executive who has successfully managed a business in a turbulent environment.

The purpose of this paper is to demonstrate how key strategic decisions are made in practice at a successful FTSE 100 company.

The paper is based on semi‐structured interview with the Chief Executive of Cadbury, Mr Todd Stitzer. Mr Stitzer has successfully steered the strategic transformation at Cadbury.

The paper sheds light on ingredients of successful transformation, key elements of successful mergers and acquisitions, strategy implementation, and the link between corporate responsibility and strategy.

The paper presents views of a successful chief executive of a FTSE 100 company. It provides an insight on how strategy is made and executed.

The paper bridges the gap between theory and practice. It provides a practical view and demonstrates how a leading chief executive thinks about key strategic issues.

The purpose of this paper is to demonstrate how strategy is developed and implemented in an organisation with an unusual ownership model. Partnerships are not a prevalent form of ownership but as this case demonstrates they can be extremely effective. Furthermore this case demonstrates how logical incrementalism can be used to implement major strategic decisions.

The paper draws on company documentary evidence and a semi‐structured interview with Mr Charlie Mayfield, Chairman of John Lewis Partnership. A chairman has a helicopter view of business whose perspectives are rarely captured by strategy researchers. This case study offers an insight into strategic thinking of a chairman and chief executive of a successful company.

The case study and interview offer a unique insight into the rationale behind strategic decisions within a successful partnership that has grown organically in a highly competitive retail market without high gearing.

This case study sheds light on strategic moves within partnership. Furthermore, very few case studies offer insight into the thinking of a chief executive who has successfully managed a business in a turbulent environment.

The purpose of this paper is to demonstrate how key strategic decisions are made in practice at successful FTSE 100 companies.

The paper is based on a semi‐structured interview with the Chairman of Whitbread plc, Reed Elsevier plc, Mr Anthony Habgood. Mr Habgood has a track record in successfully achieving corporate strategic transformation.

The paper sheds light on ingredients of successful strategy formulation and implementation, corporate strategic transformation, key elements of successful mergers and acquisitions and leadership as a vital ingredient in corporate performance.

The paper presents views of a successful and highly regarded Chairman of two FTSE 100 companies. Mr Habgood was also the Chief Executive of a third FTSE 100 company. It provides an insight on how strategy is made and executed.

The paper bridges the gap between theory and practice. It provides a practical view and demonstrates how corporate leaders think about key strategic issues.

Little attention has been paid to the strategy‐making processes of small and medium‐sized firms (SMEs), or to the effectiveness of strategic planning in the SME sector. Planning often fails because of implementation problems often associated with SMEs’ lack of capability to determine and overcome potential barriers to strategic planning. This paper examines the concept of formal strategic planning, presents the findings of a critical analysis of the suitability of formal planning for SMEs, and identifies some of the barriers which prevent effective implementation of strategic plans. Suggests that SMEs that engage in formal strategic planning experience fewer barriers to implementation than those that do not and that subsidiary firms tend to place a greater emphasis on formal planning than independent firms. Indicates that the eight barriers to deployment examined are experienced to a lesser degree by subsidiary firms compared with independent firms. However, the differences are not statistically significant. Suggests that apart from the preparation of written strategic plans by subsidiary firms, there is little transferability from the parent firm of influences that impact on the reduction or elimination of barriers to the deployment of strategic plans. Parent firms may wish to encourage their subsidiary firms to think and act as part of a larger group and to make greater use of the more significant resources of the parent firm.

The purpose of this paper is to examine the extent and nature of greening the supply chain (SC) in the UK manufacturing sector; and the factors that influence the breadth and depth of this activity.

Based on the findings from a sample of manufacturing organisations drawn from the membership of The Chartered Institute for Purchasing and Supply. Data are collected using a questionnaire, piloted and pre‐tested before distribution with responses from 60 manufacturing companies.

On average manufacturers perceive the greatest pressure to improve environmental performance through legislation and internal drivers (IDs). The least influential pressures are related to societal drivers and SC pressures from individual customers. Green supply chain management (GSCM) practices amongst this “average” group of UK manufacturing organisations are focusing on internal, higher risk, descriptive activities, rather than proactive, external engagement processes. Environmental attitude (EA) is a key predictor of GSCM activity and those organisations that have a progressive attitude are also operationally very active. EA shows some relationship to legislative drivers but other factors are also influential. Operational activity may also be moderated by organisational contingencies such as risk, size, and nationality.

The main limitation to this paper is the relatively small manufacturing sample.

This paper presents a series of constructs that identify GSCM operational activities companies to benchmark themselves against. It suggests which factors are driving these operational changes and how industry contingencies may be influential.

This paper explores what is driving environmental behaviour amongst an “average” sample of manufacturers, what specific management practices take place and the relationships between them.