Journal of Business Strategy
0275-6668
Anh Quốc
Cơ quản chủ quản: Emerald Group Publishing Ltd.
Lĩnh vực:
Strategy and ManagementManagement Information Systems
Phân tích ảnh hưởng
Thông tin về tạp chí
The Journal of Business Strategy publishes articles with a practical focus designed to help readers develop successful business strategies. Articles should say something new or different and may propose a unique perspective. They should not offer prescriptions to CEOs on how to manage, but rather be directed toward middle and senior managers at companies of all sizes and types, as well as consultants and academics who want to think about their businesses in new ways. Coverage: As one of the few journals dedicated to business strategy, JBS defines strategy in the broadest sense and thus covers topics as diverse as marketing strategy, innovation, developments in the global economy, mergers & acquisition integration and human resources. We have a penchant for substantive, provocative and well-written articles. We also like to break the mould and include articles on topics readers are unlikely to find in other business publications.
Các bài báo tiêu biểu
PERFORMANCE MEASURES: When it comes to performance metrics, one size definitely does not fit ail—the right metric applied at the wrong time can stunt corporate growth.
- 1999
Can HR Respond to Corporate Strategy? Human resources (HR) executives have traditionally avoided taking center stage in dealing with management. In most cases, in fact, they stay off the stage entirely, handling various (and mostly narrowly defined) personnel functions “behind the scenes.”
- 1988
Marketing Strategies for Small‐Share Players Lessons from past marketing battles demonstrate that regardless of a company's size, the right tactics combined with the right strategy can produce sizable gains in market share.
Tập 11 Số 1 - Trang 26-30 - 1990
Engaging China: strategies for the small internationalizing firm Purpose To date, more than 400 of the Fortune 500 companies have already established their presence in China. Like their larger counterparts, smaller multinationals are also attracted by the huge potential market and cheap resources that China has to offer. Thus, the purpose of this paper to examine key strategies that small internationalizing firms (SIFs) need to focus on for a successful China engagement. Design/methodology/approach The findings of this study are based on a year‐long research of New Zealand firms in China. The study involved a survey of senior managers of New Zealand companies at home as well as a focus group discussion among executives in China. Findings The study identifies three dimensions of strategy that SIFs need to pay particular attention – the attributes of the China bound manager, the business focus of the enterprise, and the guanxi building capabilities. Originality/value This paper is based on the premise that the SIF cannot mirror the exact strategies of larger multinationals. Previous literature tends not to distinguish the size of the firm when discussing the China engagement. The paper emphasizes a carefully designed effort to choose the right general to lead the assault on the world's largest market.
- 2009
FOCUS ON THE ESSENTIALS You won't have to turn yourself into a propeller‐head, but it would behoove you to sharpen your focus on technology in the coming year.
Tập 19 Số 6 - Trang 27-44 - 1998
Welcome to World 2.0: the new digital ecosystem Purpose The purpose of this paper is to introduce and describe World 2.0; the interactive, hyper‐connected, immersive, collaborative online ecosystem. Design/methodology/approach The paper reviews paradigm shifts in technology and the internet that transform the world of business and innovation. Findings The author proposes five shifts that characterize and describe World 2.0: creativity, connectivity, collaboration, convergence, and community. These shifts define the new global landscape of business, technology, and innovation. Practical implications The article provides managers and professionals strategies for innovation in the World 2.0 ecosystem. Originality/value The concept of World 2.0 provides managers and professionals a fresh perspective and an integrative vision of the twenty‐first century business and innovation landscape.
Tập 30 Số 4 - Trang 23-30 - 2009
Crowdsourcing business models that last
Purpose
The purpose of this paper is to discuss how to sustain crowdsourcing business models. Emerging companies are innovating their business model to rely on a crowd of participants and involve contributing users in value capture. While some organizations demonstrate initial success, sustaining a crowdsourcing business model is challenging.
Design/methodology/approach
The study is based on a comparative case study of the prominent crowdsourcing communities Threadless and Quirky. Participatory observation resulted in over 380 analyzed comments.
Findings
Seven lessons from Threadless’s success and Quirky’s failure are discussed to derive implications for sustaining crowdsourcing business models.
Research limitations/implications
Because both cases are integrator platforms build around contests, other crowdsourcing platform types should be studied to enrich the findings.
Practical implications
Managers receive guidance on how to design a sustainable business model that involves the crowd in creating value and lets the crowd participate in value capture.
Originality/value
Current research primarily addresses the question of how companies can take advantage of crowdsourcing and mainly considers corporate value capture. The original contribution of this article is a set of strategies to sustain crowdsourcing platforms by taking a platform’s entire business model into account.
Tập 38 Số 2 - Trang 25-32 - 2017
How to Get More Mileage out of Your Corporate Advertising The Chicago Research Company (CRC) did a survey of corporate (nonproduct, noninstitutional) ads appearing in Fortune and Forbes early in 1980 (see Exhibit 1). Two‐thirds of the ads examined squandered their hefty media budgets on stories such as their growth, being on the cutting edge of new technology, and being in the energy business. Additionally, a sizable group talked about some of their products (but, wisely, did not try to sell them) or their profits.
- 1981
Money for nothing Purpose Most business organizations put lots of thought and effort into how to sell and deliver to customers a product or service that meets their needs at a particular point in time. But they often neglect to think about what is important to the customer to get the most value from the product or service after the sale is complete. For example, customers may be concerned about product maintenance, ongoing monitoring, protection in the event of breakdowns or the need to fund overhaul or replacement of the product when it wears out. The author discusses case examples of companies that do a good job of anticipating and addressing these needs, which often leads to highly profitable recurring revenue streams for providers. The author proposes six key strategies for companies considering going down this path. Design/methodology/approach In this article, the author cites a number of case examples of businesses that have built recurring revenues from after‐sales service offerings. Examples industries included in the article include the consumer home services and commercial capital equipment. The author then draws lessons that can be applied broadly by any company considering ways to build recurring service revenues from its customers. Findings The author proposes six strategies for building service plan businesses: create awareness of potential losses; lower the barriers to sign up; make it an easy add‐on; incentivize front‐line salespeople; make it self‐renewing; and trade on your company's good name. Originality/value This article sheds light on the economics and benefits of well‐designed service plans. When done well, this can often transform a servicing cost center into a highly profitable business line that can help carry product businesses through lean periods of new product sales.
- 2011