Journal of Business Strategy

Liz Fealy; Dave Kompare

2003 Journal of Business Strategy

doi: 10.1108/02756660310494845

Looks at the often overlooked dangers of an international M&A – differences in culture. From employment law, government regulations, political and cultural considerations, the article guides you through the maze of potential hazards.

Jerry Want

2003 Journal of Business Strategy

doi: 10.1108/02756660310698542

In this second cover story the author explores the pitfalls of not understanding the difference in corporate culture between merging parties. Highlights a number of examples of failure, and this compliments our first story perfectly.

Barbara Davison

2003 Journal of Business Strategy

doi: 10.1108/02756660310494854

A director at the Saratoga Institute provides some thoughts on the ideal ratio of managers to staff and gives a formula to allow the reader to perform their own caclulations.

Alan Eilles; Matt Bartels; Barry Brunsman

2003 Journal of Business Strategy

doi: 10.1108/02756660310494863

Using a case study of BP the authors explore the management of the relationship portfolio using a technique developed by Deloitte Consulting.

Miles Cook; Russ Hagey

2003 Journal of Business Strategy

doi: 10.1108/02756660310494881

A consultant with Greenwich Partners based in New York looks at the often overlooked human factor in security infrastructures.

Christine M. Orshesky

2003 Journal of Business Strategy

doi: 10.1108/02756660310494872

Looks at where companies go wrong in measuring supply chain performance. Gives a number of examples of those who are doing it right.