This paper draws together four related strands of theory to address theprocesses of corporate value creation. Specifically, contributions fromresource-based theory, dynamic capabilities, corporate strategy and Mintzberg’sstructure theory have been combined to derive four congruent...

The paper presents the results of a study based on an extensive number of interviews and focus group discussions conducted with non‐executive directors (NEDs), executive and non‐executive chairmen, chief executive officers (CEOs) and other key line and functional directors within UK...

Purpose – The purpose of this paper is to address value and the value‐creation process. It argues that the firm operating in line with investor interests, acts as both a customer and a supplier of value and considers the internal activities that reflect these motivations....

Purpose – Against a backdrop of continued weak economic conditions and with many firms experiencing declining financial performance, this paper presents a synthesis of the business turnaround literature. It aims to identify which turnaround and recovery strategies have been effective...

Examines the way in which managers perceive the relative importance of the three costs as applied to professional service firms, financial services firms and retail distribution and manufacturing. Managers′ perceptions may be determined by the nature of the business, the operational focus and...

Describes the experience of 40 strategy workshops conducted with the top teams of a variety of businesses. While the aim of the workshops was to produce high levels of commitment to good quality strategies, in a number of cases the outcomes were disappointing; little strategic change took place....

Changing an organization requires a good deal of self‐confidence. When strategic change takes place either this confidence derives from the situation confronting the executive, usually some form of crisis, or executives derive confidence from implementing a familiar recipe, drawn from their...