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New and Improved

New and Improved New and Improved As a recent piece in The Economist noted, "there is remarkably little agreement" these days about just what constitutes business strategy. Is it matching resources with opportunities, or is it setting goals that push well beyond the corporate envelope? Is it limiting or liberating? Competitive or combative? On the edge or on the shelf? What isn't debated is that the nature of business today demands some sort of planning, some sort of forethought, some sort of, if you will, strategy. And if the number of books written, articles published, courses taught, and consultancies founded in the name of corporate strategy is any indication, there's a demand for information about strategic planning that has become almost unquenchable. Since its founding in 1980, the Journal of Business Strategy has endeavored to slake that thirst. With top corporate executives, consultants, and some of the field's other leading thinkers as our writers and advisors, we've explored the issues, offered advice, presented case studies, and advanced the debates. With this issue, we take that effort a giant step forward. We're introducing not only a new design for JBS, but a new format, geared to presenting a wider range of material in a more provocative, intriguing, informative, and eminently readable manner. To do this, we've borrowed some pages from the strategist's handbook: We've analyzed our readers, taken measure of their informational needs, noted the competition, assessed our own information-gathering processes, and rethought the entire package. The result, we believe, will give us more flexibility in how we present the latest thinking on business strategy and more opportunities to delve deeper into its theory and practice. While each issue will still contain an array of columns, a number of in- depth feature articles, and a special theme section, each will be packaged differently. More art. Livelier graphics. Better, more meaningful charts. In addition, we're introducing several new departments in this issue. Other refinements will follow in the months to come. • Opening the issue is Short Takes (page 4), a collection of relevant news flashes, insights, field reports, and other developments that are worthy of attention, but not quite—or not yet—worth 2,000 words. • To help JBS readers keep up with their reading in the field, we're offering a clipping service called, not surprisingly, Clippings (page 7). As your surrogate readers, we'll pull together excerpts on strategy-related topics from articles, speeches, manuscripts, books, online services and more that you might have missed—but will want to see (such as the Economist piece quoted above). And, as a related service, we're introducing another section this fall that will abstract—and translate—some of the most exciting new research in the field from America's leading think tanks and B-schools. • On the theory that one's work informs one's life, and that someone who thinks in terms of business strategies between 9 and 5 is likely to conduct his 5-to-9 life strategically as well, we present Out-of-Pocket, a column that applies the strategies of business to the vicissitudes of life. In this issue (page 61), David Willey takes a look at three men who've chosen to trade the board room for the playing field, albeit in an executive role that gives them ample room for strategic planning. —Michael Winkleman, Publisher 2 | Journal of Business Strategy PUBLISHER'S NOTE http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Business Strategy Emerald Publishing

New and Improved

Journal of Business Strategy , Volume 14 (3): 1 – Mar 1, 1993
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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0275-6668
DOI
10.1108/eb039549
Publisher site
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Abstract

New and Improved As a recent piece in The Economist noted, "there is remarkably little agreement" these days about just what constitutes business strategy. Is it matching resources with opportunities, or is it setting goals that push well beyond the corporate envelope? Is it limiting or liberating? Competitive or combative? On the edge or on the shelf? What isn't debated is that the nature of business today demands some sort of planning, some sort of forethought, some sort of, if you will, strategy. And if the number of books written, articles published, courses taught, and consultancies founded in the name of corporate strategy is any indication, there's a demand for information about strategic planning that has become almost unquenchable. Since its founding in 1980, the Journal of Business Strategy has endeavored to slake that thirst. With top corporate executives, consultants, and some of the field's other leading thinkers as our writers and advisors, we've explored the issues, offered advice, presented case studies, and advanced the debates. With this issue, we take that effort a giant step forward. We're introducing not only a new design for JBS, but a new format, geared to presenting a wider range of material in a more provocative, intriguing, informative, and eminently readable manner. To do this, we've borrowed some pages from the strategist's handbook: We've analyzed our readers, taken measure of their informational needs, noted the competition, assessed our own information-gathering processes, and rethought the entire package. The result, we believe, will give us more flexibility in how we present the latest thinking on business strategy and more opportunities to delve deeper into its theory and practice. While each issue will still contain an array of columns, a number of in- depth feature articles, and a special theme section, each will be packaged differently. More art. Livelier graphics. Better, more meaningful charts. In addition, we're introducing several new departments in this issue. Other refinements will follow in the months to come. • Opening the issue is Short Takes (page 4), a collection of relevant news flashes, insights, field reports, and other developments that are worthy of attention, but not quite—or not yet—worth 2,000 words. • To help JBS readers keep up with their reading in the field, we're offering a clipping service called, not surprisingly, Clippings (page 7). As your surrogate readers, we'll pull together excerpts on strategy-related topics from articles, speeches, manuscripts, books, online services and more that you might have missed—but will want to see (such as the Economist piece quoted above). And, as a related service, we're introducing another section this fall that will abstract—and translate—some of the most exciting new research in the field from America's leading think tanks and B-schools. • On the theory that one's work informs one's life, and that someone who thinks in terms of business strategies between 9 and 5 is likely to conduct his 5-to-9 life strategically as well, we present Out-of-Pocket, a column that applies the strategies of business to the vicissitudes of life. In this issue (page 61), David Willey takes a look at three men who've chosen to trade the board room for the playing field, albeit in an executive role that gives them ample room for strategic planning. —Michael Winkleman, Publisher 2 | Journal of Business Strategy PUBLISHER'S NOTE

Journal

Journal of Business Strategy – Emerald Publishing

Published: Mar 1, 1993

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