This chapter builds on Kabanoff and Brown (2008) who found evidence of underlying knowledge structures in managers' patterns of strategic cognition. Walsh (1995: 281) defined knowledge structures as 'a mental template that individuals impose on an informational environment to give it form and...

This paper suggests a linkage between work-life balance culture and competitive advantage through commitment and firm-specific human resources. The paper argues that a workplace culture supportive of employees balancing their work and non-work lives leads to their commitment to their...

Managing for uncertain futures is a major concern in the area of strategic management with environmental stability fading and increasing global impacts on local decisions. One critical resource that has attained special interest lies in talented and qualified employees. It is a challenge to...

Achieving competitive advantage through a broader consideration of stakeholders of the firm is examined. The inclusion of other significant organisational actors such as managers and employees as stakeholders capable of creating competitive strategic advantage for the firm is considered....

Cluster initiatives are a popular instrument of public policy everywhere in the world. This development acknowledges that the organisational units that create added value are not solely isolated individual businesses, but often networks of actors. Our research has the objective to better...

Der vorliegende Aufsatz stellt die Vorgehensweise und die wichtigsten Ergebnisse einer internationalen Finanzplatzstudie vor, die im Jahre 1998 im Auftrag des Center for Financial Studies (Frankfurt am Main) durchgeführt wurde. Ziel dieser Studie war es, aus der Analyse wichtiger...

This series on research in international human resource management and strategy is designed to stimulate discussions on current developments in these disciplines. The scope of this series reflects the importance of the fields of strategy and human resource management in the international...

In response to globalisation, increasing numbers of multinational enterprises (MNEs) have implemented transnational corporate strategies characterised by global standardisation as well as local responsiveness. If human resource management (HRM) is to provide a support function, it is suggested...

Summary Achieving competitive advantage through a broader consideration of stakeholders of the firm is examined. The inclusion of other significant organisational actors such as managers and employees as stakeholders capable of creating competitive strategic advantage for the firm is considered....