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New research underscores the gap between the ideal and the reality of board involvement on sustainability.
Sarah Kaplan and Wanda Orlikowski
In turbulent markets, managers can build momentum for innovative strategies by rethinking the past, reconsidering present concerns – and reimagining the future.
Christopher B. Bingham et al.
How can managers best meet the challenge of capturing new growth opportunities?
September 16, 2014 | Robert C. Bird and David Orozco
How can companies use the law to gain strategic advantages? Some companies move beyond viewing the law just in terms of compliance and use their legal environment to secure a competitive advantage. Companies can adopt one of five types of legal strategies: avoidance, compliance, prevention, value or transformation. The right strategy for a company will depend on factors such as its business model, managers’ attitudes toward the law and the legal department’s ability to collaborate with managers.
Companies looking at potential acquisitions always want to avoid bad deals. what's the best way to valuate a company?
Han Smit and Dan Lovallo
Deal markets can be “hot” or “cold,” and that can bias executives’ evaluations of potential acquisitions.
Information about intangibles and the opportunity they offer are a valuable part of a company's portfolio.
Jeffrey J. Reuer
How can companies resolve the two issues of M&As: the acquiring company’s struggle to value the target’s resources and the need for the parties to agree on a price?
What does it take to set up a platform where many constituencies can do business?
By Fredrik Hacklin et al.
How can companies protect themselves when industries converge?
Peter Weill et al.
Why have investors been so bullish on companies like Disney? It’s their business models.
Constantinos C. Markides and Daniel Oyon
When two business models, and two business units, make sense.
December 7, 2014 | Leslie Brokaw
New research looks at the strategies executives use in capturing new growth opportunities. “Resist jumping at the first potential opportunity,” write Christopher B. Bingham (Kenan-Flagler Business School), Nathan R. Furr (Marriott School of Management) and Kathleen M. Eisenhardt (Stanford University). Instead, evaluate whether one opportunity will it set you up for future ones — what the authors call “sequencing opportunities.” They write: “Sustained business success appears to depend not just on capturing one opportunity but also on stringing multiple opportunities together.”