HUGH SHERMAN is Assistant Professor in the College of Business, Ohio University, where he specializes in strategic management, international business, and entrepreneurship. He has just completed a national study for the U.S. Department of Commerce investigating the impact of business incubators on local communities. Sherman has extensive executive experience in the United State and Europe and is a noted lecturer in executive development programs in Southeast Asia.RAJESWARARAO CHAGANTI is Professor and Chair of the General and Strategic Management Department, School of Business and Management, Temple University. Executive Director of Temple's Institute of Global Management Studies, Chaganti teaches in the areas of strategic management and entrepreneurship and publishes widely in the journals of his fields. He is coauthor of High Performance Management Strategies for Entrpreneurial Companies: Research Findings from Over 500 Firms (Quorum, 1991).

• Introduction: The New Competitive Landscape Characteristics and Models of Change The Role of Financial Performance The Role of the Chief Executive Officer and Top Management Team Members The Role of Shareholders and the Board of Directors Toward a More Responsive Corporate Governance System Appendix A Appendix B Bibliography Index

HUGH SHERMAN is Assistant Professor in the College of Business, Ohio University, where he specializes in strategic management, international business, and entrepreneurship. He has just completed a national study for the U.S. Department of Commerce investigating the impact of business incubators on local communities. Sherman has extensive executive experience in the United State and Europe and is a noted lecturer in executive development programs in Southeast Asia.RAJESWARARAO CHAGANTI is Professor and Chair of the General and Strategic Management Department, School of Business and Management, Temple University. Executive Director of Temple's Institute of Global Management Studies, Chaganti teaches in the areas of strategic management and entrepreneurship and publishes widely in the journals of his fields. He is coauthor of High Performance Management Strategies for Entrpreneurial Companies: Research Findings from Over 500 Firms (Quorum, 1991).

• Introduction: The New Competitive Landscape Characteristics and Models of Change The Role of Financial Performance The Role of the Chief Executive Officer and Top Management Team Members The Role of Shareholders and the Board of Directors Toward a More Responsive Corporate Governance System Appendix A Appendix B Bibliography Index

HUGH SHERMAN is Assistant Professor in the College of Business, Ohio University, where he specializes in strategic management, international business, and entrepreneurship. He has just completed a national study for the U.S. Department of Commerce investigating the impact of business incubators on local communities. Sherman has extensive executive experience in the United State and Europe and is a noted lecturer in executive development programs in Southeast Asia.RAJESWARARAO CHAGANTI is Professor and Chair of the General and Strategic Management Department, School of Business and Management, Temple University. Executive Director of Temple's Institute of Global Management Studies, Chaganti teaches in the areas of strategic management and entrepreneurship and publishes widely in the journals of his fields. He is coauthor of High Performance Management Strategies for Entrpreneurial Companies: Research Findings from Over 500 Firms (Quorum, 1991).

• Introduction: The New Competitive Landscape Characteristics and Models of Change The Role of Financial Performance The Role of the Chief Executive Officer and Top Management Team Members The Role of Shareholders and the Board of Directors Toward a More Responsive Corporate Governance System Appendix A Appendix B Bibliography Index