Table of contents
End shareholder value tyranny: put the corporation first
Michael E. RaynorMany investors view maximizing shareholder wealth as the only obvious and defensible, corporate objective function. But to contradict this view, the paper aims to consider the…
Managing enterprise risk: why a giant failed
Dale E. ZandThis case aims to chronicle the dismantling of Tenneco – a large, prosperous diversified firm. Because it failed to manage risk, its best assets ultimately had to be sold to allow…
How teams can capitalize on conflict
Tim Flanagan, Craig RundeTeams inevitably face conflict. Their challenge is to take advantage of the opportunities inherent within conflict while at the same time lessening its potentially harmful…
Strategic thinking about disruptive technologies
Nick Evans, Bill Ralston, Andrew BroderickA company's strategy work is not complete without a consideration of the ongoing emergence of disruptive technologies from laboratories around the globe. This paper aims to…
The new demography of the 21st century: part 2 – gender gaps and population bulges – what demography means to the corporate planner
Martin WalkerThe purpose of this paper is to reveal a surprising global drama now unfolding across the world: unpredicted demographic trends portend unexpected social transformations.
How visionary nonprofits leaders are learning to enhance management capabilities
Daniel Stid, Jeffrey BradachWhereas the strength of most for‐profit enterprises is their management practice, a Bridgespan survey showed that non‐profits are best in visionary leadership, but often…
ISSN:
1087-8572Renamed from:
Planning ReviewOnline date, start – end:
1996Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridMerged from:
The AntidoteEditor:
- Mr Robert Randall