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A selection of papers from "Long Range Planning - The International Journal of Strategic Management" that examines the evolution of competitive advantage, setting out areas of major change and areas which have been less subject to change. It begins by examining how strategic management has been influenced by the transformation of industries.

Enormous amounts of money are made and lost through activities related to Mergers, Acquisitions, Demergers, Buyouts and Alliances. This subject area has been extensively covered by "Long Range Planning". This volume brings together a selection of the key papers published by this Journal on the subject.

Reflects the key contemporary issues and developments in marketing strategy that face organisations. This work examines a range of changes that are taking place in marketing that both demonstrates the state of marketing technique and provides a glimpse of where marketing is heading.

Brings together 12 articles from "Long Range Planning - The International Journal of Strategic Management" dealing with different aspects of the complex process of managing strategic change. This work covers issues such as the development of strategic vision and the creation of a sense of mission, the importance of corporate culture, and more.

Focuses on the role of shareholder value as a key tool for evaluating strategic options. By learning the lessons propounded in this volume, companies can avoid inappropriate predation, generate attractive returns for shareholders and provide a platform from which to launch successful strategies.

What does strategic planning for public and non-profit purposes look like? How can participation by key stakeholders be managed? This selection of papers from "Long Range Planning - The International Journal of Strategic Management" provides answers to these questions by presenting a variety of approaches.

A work about the place of strategic planning or strategic management in the leadership and direction of major businesses. It deals with issues such as: what should be the role of the chief executive and the board in making and implementing strategy? And how do most chief executives and directors behave in practice?

Features case studies from a wide variety of industries, both in the private and public sector, that focus on the main areas of strategic service management approach: creating competitive strategies for a service oriented business; and the process of successful and accelerated strategy implementation.

Focuses on strategic planning for public and non-profit purposes such as government, public agencies and non-profit or voluntary organizations. This book addresses how strategic planning differs from other kinds of planning and how strategic planning for public and non-profit purposes can be tailored to fit differing circumstances.