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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 Ms Cynthia Carroll, Chief Executive of Anglo American plc.

The interview outlines a number of important factors on: the evolution of strategy within Anglo American, strategy execution, leadership at board and executive levels, and capturing synergies within the company.

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

The purpose of this article is to determine the views of Professor David Audretsch.

The article takes the form of an interview.

Professor David Audretsch shares his thoughts and advice on an “entrepreneurial society” where there is a rethinking of fundamental economic and business ideas, where innovation and entrepreneurship emerge as the driving forces of competitiveness and growth, but institutions and public policies facilitating innovation and entrepreneurship play a key role.

The aricle provides valuable insights from one of the world's most frequently cited economists.

The purpose of this paper is to interview Richard Lapthorne, Chairman, Cable and Wireless plc.

The paper takes the form of an interview.

Richard Lapthorne gives his thoughts on corporate governance.

Provides valuable insights from the Chairman of a notable plc.

This editorial aims to provide an overview of the current state of research in the UK and proposes some future directions for research for family business scholars.

This article is an editorial with commentary about recent developments in understanding research gaps in the field of family business research.

The paper discusses the areas where future research in family business is required focusing on three levels: the organization; the individual; and the community.

The paper suggests that there are many unanswered questions which merit further and future research.

The future of family business research is not in question. The paper posits that there are areas of study in family business which may particularly benefit from taking a cross‐disciplinary approach and suggests that family business researchers might consider exploring theory in the entrepreneurship, small business, sociology, economics and industrial relations areas to gain insights and support for theoretical development in family business.

This article highlights recent UK‐focused discussions regarding the future research directions and gaps in family business research. It suggests there are some emerging areas which require renewed focus particularly related to strategic decision making in family businesses from the organization, individual and social/community perspectives.

The purpose of this paper is to present the views of Rod Aldridge OBE on building the strategy of a FTSE 100 company.

The paper takes the form of an interview.

The interview with Rod Aldridge brings to life a number of key strategy concepts. The first is the importance of the external environment and the ability of an organisation to create a fit with the environment. Rod also alludes to the importance of finding the “sweet spot” of strategy – a position in a product market where there is a strong customer demand, little competition, and where the organisation has distinctive capabilities. The interview also gives credence to the argument that distinctive competencies that are the source of success can equally become a potential source of the organisation's demise.

The paper provides valuable insights into strategy concepts from one of the most respected leaders of the business world.

To date little is known about the actual level of utilisation of digital/web‐based interaction technologies in purchasing and supply management (SM) in the UK. This paper seeks to address this gap in the extant knowledge through empirical research in a UK setting. It examines the level of usage, the uses, the perceived benefits, and future perspective on the use, of web‐based technology in purchasing and SM.

An empirical survey of UK‐based organisations was undertaken. Information simultaneously collected on the buyer‐supplier relationship orientation of the firms in the sample was used to test the proposition that the use of web‐based technology leads to stronger collaborative relationships with suppliers.

Data obtained from 156 valid responses indicated that six in every ten organisations use web‐based technology to support purchasing and SM activities, but that the usage is lower in small to medium‐sized enterprises. The main uses reported are for communicating with suppliers, for marketing products/services, and for locating technical data. Making purchases over the internet was significantly more prevalent in organisations exhibiting relatively more partnership orientation.

The findings provide only limited evidence in support of the proposition that the deployment of web‐based technology leads to stronger buyer‐supplier relations. However, findings do suggest that the effectiveness of the purchasing and supply function can be enhanced through greater use of web‐based technology for online purchasing and for efficient consumer response.

The paper establishes salient UK managerial perception on the strategic and operational importance of web‐based technology adoption in purchasing and SM.

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.

The purpose of this paper is to demonstrate key strategic decisions involved in turning around a large multinational operating in a dynamic market.

The paper is based on analysis of archival documents and a semi‐structured interview with the chairman of the company credited with its rescue.

Turnaround is complex and involves both planned and emergent strategies. The progress is non‐linear requiring adjustment and change in direction of travel. Top management credibility and vision is critical to success. Rescue is only possible if the company has a strong cash generative business among its businesses. The speed of decision making, decisiveness and the ability to implement strategy are among the key ingredients of success.

Turnaround is an under‐researched area in strategy. This paper contributes to a better understanding in this important area and bridges the gap between theory and practice. It provides a practical view and demonstrates how a leading executive with significant expertise and successful turnaround track record deals with inherent dilemmas of turnaround.

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.