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"Tackling the pressing challenges that business schools face as they deliver the UN Sustainable Development Goals (SDGs), this How To guide provides rich insights into how to create and sustain the business schools of the future. The SDGs are ubiquitous and this signals that business schools need to embark on an urgent paradigm shift to embed the SDGs into their research, education and operations. Taking an integrated approach to sustainability, this work provides rich insights into how business school leaders, academics, students and professional staff can create the business school of the future; one that has close collaborative relationships with its stakeholders, that is inclusive and advances responsible management education, and ultimately generates positive societal benefits. The authors consider the drivers for sustainability and the roles of accreditation and rankings' bodies, and how through their research, educational offerings and governance, business schools can develop new modus operandi to embed sustainability. Accessible yet rigorous, the combination of theory with real-life examples in this research-based book will prove invaluable to leaders and managers in business schools as well as all those with an interest in shaping their agenda and activities, including students, scholars and all stakeholders interested in creating more sustainable futures"--

Advanced Strategic Management builds on prior knowledge of strategic decision making and is intended to compliment general strategy texts by providing an 'umbrella view' of the multi-dimensional nature of strategic management. Featuring expert contributions, the discussion of each perspective is enhanced by empirical case examples.

PurposeThe purpose of this paper is to address value and the value‐creation process. It argues that the firm operating in line with investor interests, acts as both a customer and a supplier of value and considers the internal activities that reflect these motivations.Design/methodology/approachA series of propositions are developed regarding the creation, capture and destruction of value.FindingsIt is argued that two types of value‐creating activities can be identified. In addition there are activities directed at the maintenance of the firm, and the maintenance of its capital stock, and there are activities that destroy value. Value capture is determined by bargaining relationships between stakeholders and their representatives. The paper concludes with some comments regarding value appropriation.Originality/valueThe paper addresses the critical issue of "value" in the resource‐based view (RBV) and specifically begins to develop the RBV away from its neo‐classical roots.

This article reports the results of a micro-level study into firm resources. It involved a comparative qualitative study of the activities contributing to service delivery in two similar but differentially performing divisions, one perceived by customers to be a high quality provider, the other a lower quality provider. The results indicate that there were differences in the incidence of inter-team coordination activities and that effective inter-team coordination was a critical factor in delivering increased customer satisfaction. This suggests that these activities, by causing staff to interact across internal boundaries, may constitute a resource advantage. We propose that these activities are critical for both the coordination of service delivery activities and knowledge exchange, and that contextual factors may have an impact on these activities. The study makes a contribution to the resource-based view and strategy as practice literatures and illustrates how a practice-orientated approach can inform the resource-based view.

PurposeThe purpose of this paper is to describe Microsoft's activities in encouraging employability and to show how these activities provide strategic advantageDesign/methodology/approachTwo of Microsoft's corporate responsibility initiatives linked to the development of employment in Europe are described and it is shown how these activities have created sustainable competitive advantage for Microsoft through an analysis of industrial organisation economics and the resource‐based view of the firm. Reflects on the characteristics of these involvements and points to aspects which may have wider applicability.FindingsInvolvement in societal projects can contribute intangible assets to the firm whilst delivering social value. However these projects are part of wider coordinated activities with other organisations and with government.Research limitationsThese are reflections on participation in business and hence the conclusions are not representative and the analysis is unstructured.Practical implicationsThese case studies will show other businesses how to think about their corporate social responsibility activities from a strategic viewpoint and will allow academics to see how business develops such strategies.Originality/valueThese are rare descriptions of such projects, which are becoming more common in business.