Emerald
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Long‐range planning is not for everyoneSince the turn of the century management researchers, among others, have exhorted business firms to plan for their future. To us it seems obvious that the greater a firm's commitment to long‐range planning, the greater are its chances for survival and success. Most managers and executives “know” that this is so — they do not have to perform lengthy and costly research on planning to suppor... ...
Emerald - - 1978
Winning strategiesStrategy is how to win. Strategy is the course of action, the use of resources, the timing, the structure that tends to lead to success in any competitive situation. Winning in business is important, as important as life or death. Death in business is losing customers, losing market position, losing profits and return on equity, skipped dividends, even bankruptcy.
Emerald - - 1977
Flexible, integrated operations: The new Japanese challengeMany Japanese companies are experiencing declines in profitability because of a labor shortage, rising interest rates, Japan's aging population and the restraints of the social contract of life‐time employment. In response, they are moving to a new phase of competition beyond quality and just‐in‐time manufacturing, developing process reengineering strategies to cope with the recessionary, ... ...
Emerald - Tập 21 Số 5 - Trang 49-50 - 1993
A strategic framework for analyzing product developmentProduct development has proven to be a fundamental tool of strategic planning for corporations recognized as leaders in their fields. These corporations are known for their ability to consistently create new and improved products and to market them successfully. Their product development efforts are geared to supporting long‐range corporate goals and business objectives and, as a result, t... ...
Emerald - - 1975
Forecasting for planning: Qualitative techniquesIn our first two articles, we described the new environment in which we are living, its impact on forecasting and decision‐making, and the importance of being able to identify turning points in a dynamic environment. Because the influence of new factors on system dynamics may preclude the use of quantitative methods for establishing historical relationships, the need for qualitative techni... ...
Emerald - Tập 3 Số 5 - Trang 13-27 - 1975
Inland Steel's joint venture: From competitive gap to competitive advantageInland Steel's CEO committed the firm to on investment in a high‐tech joint venture with the Japanese in order to be competitive in the 1990s.
Emerald - Tập 18 Số 5 - Trang 10-47 - 1990
The 1992 strategic management conference: The new agenda for corporate leadershipAppearing at The Planning Forum's 1992 International Conference, was a “faculty” that included many of America's most respected strategic thinkers. They urged attendees to take daring steps into strategic management's wild beyond:
Emerald - Tập 20 Số 4 - Trang 38-46 - 1992
Innovation: The core competenceInnovation is the secret to competitive advantage in today's rapidly changing environment, but how does a company ensure an innovative environment? Is innovation all in the process, or does organizational culture play a role?
Emerald - Tập 23 Số 6 - Trang 32-36 - 1995
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