Journal of Business Strategy

Tennican, Michael L.

1987 Journal of Business Strategy

doi: 10.1108/eb039159

There are many opportunities for corporations to reinvigorate their profitability through a refocusing of their strategies, reorganization of their managerial and supervisory structures, or divestiture. This article discusses how to assess the need for such restructurings and how to determine the best course of action for increasing future corporate profitability.

Drucker, Peter F.

1987 Journal of Business Strategy

doi: 10.1108/eb039160

U.S. companies can improve productivity and surpass foreign competition. Here are some questions and answers that offer insights and creative approaches.

Sommers, William P.; Nemec, Joseph; Harris, John M.

1987 Journal of Business Strategy

doi: 10.1108/eb039161

Technology, recognized as a key element of corporate success for highgrowth sectors, can also help companies in mature industries. Advanced technology can be used to help companies with aging product lines shift or reposition themselves into industrial sectors with faster growth and greater profits.

Belohlav, James A.; GiddensEmig, Karen

1987 Journal of Business Strategy

doi: 10.1108/eb039166

What strategy should top management pursue to enhance the value of the firm or, more specifically, the wealth of the owners or shareholders This is a perplexing question in light of the many alternative actions being touted by business soothsayers. Consequently, top management is confronted by a variety of competing strategic choices, each presenting an apparently outstanding opportunity for the firm. Invariably, though, more questions than answers are generated in the quest for the corporate Holy Grail.

Igor Ansoff, H.

1987 Journal of Business Strategy

doi: 10.1108/eb039162

The hightech companies that will succeed in this environment will fundamentally revise their strategies from the historical technologydriven product proliferation to strategies that control the rate of technological advances, segment markets according to distinctive customer needs, and design products to respond to those needs.

Davidson, Kenneth M.

1987 Journal of Business Strategy

doi: 10.1108/eb039163

Megamergers often do not benefit shareholders, managers, or the public. One does not need to have acquisitions followed by divestiture or dismemberment, followed by more acquisitions. Unless corporate managers learn from a decade of experience, one can expect a continuing parade of profitless megamergers.

Mitroff, Ian I.; Mohrman, Susan

1987 Journal of Business Strategy

doi: 10.1108/eb039164

There is no more essential task, no more basic information that one could collect, that is critical to survival than the knowledge of one's underlying assumptions. Here are some assumptions about the steel and auto industries that give insight into the many underlying assumptions responsible for the directions other industries take.

Mullen, Thomas P.; Stumpf, Stephen A.

1987 Journal of Business Strategy

doi: 10.1108/eb039165

Personal management styles tend to heavily influence strategic decision making. The authors identify six management styles and describe how each style can influence a company's strategic planning.

Gorr, Ivan

1987 Journal of Business Strategy

doi: 10.1108/eb039167

The past decade has wrought significant changes in the tire industry, such as

Chalk, Andrew J.; Steiber, John A.; Tompkins, Alan W.

1987 Journal of Business Strategy

doi: 10.1108/eb039168

At present, the domestic airline industry is in turmoil. Industry watchers have witnessed the demise of two major airlines Braniff and Continental followed by their subsequent rebirth, and the default of Air Florida. United has purchased the Pacific routes of Pan Am. TWA is buying Ozark, its principal competitor in its St. Louis hub. Likewise, Northwest has made a bid to buy its principal competition Republic in its MinneapolisSt. Paul hub.