Attempts to provide clarification over the definition of strategic management. Identifies and discusses a number of interrelated components which collectively create a configuration or domain for strategic management.

Nowadays, more than ever before, the processes of human resource management (HRM) are expected to play a role in building the competitive edge of a company. This article argues that human resource development (HRD) can give a major contribution to competitiveness when it is employed for creating...

The focus of this article is to closely examine the role of cross‐cultural factors on interpreting, categorizing and responding to the environment. To that effect, this article examines two different streams of research. The first is a review of the literature on the environment, and the...

Internal marketing has been proposed as a way of increasing lower level commitment to corporate strategies and improving organizational integration. Most previous discussions of the topic have focused on methods of internal promotion, persuasion and influence. Limited attention has been given to...

The purpose of this article is to extend and reinforce previous research intended to demonstrate that a process model of decision making is conducive to strategic decision success. Using a strategic decision matrix with a two‐dimensional focus, 16 high‐visibility strategic decisions from...

This article summarises the findings of a study which canvassed clients’ views of strategic capabilities which lead to management consulting success. The survey was undertaken among 171 executives in the top 500 companies in Australia. The major elements that were investigated were the reasons...

Outsourcing has become an important strategic tool in today’s competitive business environment. This paper describes the steps within four stages of outsourcing process: planning, developing, implementing and evaluation. The role of outsourcing being not only a cost‐saving method but also...

Successful corporate turnarounds occur, thus avoiding liquidation, but historical examples are few. In late nineteenth century France Henri Fayol became managing director (CEO) of a vertically integrated iron and steel firm and made various decisions that retrieved the firm from the brink of...

Purpose – The purpose of this paper is to evaluate the relative impact of dynamic capabilities on various dimensions of strategic flexibility in Indian manufacturing industry. Design/methodology/approach – In this study, 102 manufacturing organizations have been extensively surveyed, to...