Issue Information ‐ TOC

• Date: 01 July 2016
• DOI: http://doi.org/10.1002/jsc.2030
• Published date: 01 July 2016

Strategic Change: Briengs in Entrepreneurial Finance

Strat. Change 25 (2016) CONTENTS

Fourth special issue on New Strategies for Innovative Performance

Volume 25 Number 4 July 2016

329 Structural Breaks in the Interconnected Relation between Decision-Making and Applied

Strategic Agility on Public Insurance and Bank Projects

Walter Amedzro St-Hilaire

e public insurance and bank markets oer lower diversication possibilities for inter-sector diversication.

343 French Pharmaceutical Strategic Clusters: A Hybrid Inducto-deductive Framework for Visual

Analysis of Competitive Spaces

Philippe Rebière and Hareesh Mavoori

A hybrid visualization framework combining multiple approaches oers cross-validated insights into complex

competitive and strategic dynamics of markets for insiders as well as policy-makers and is transferable across

industries.

361 Market Liberalization in a Small Open Economy and Its Impact on Employment Characteristics

Kostas Karamanis, Eirini Triarchi, and Paraskevi Pappa

Market liberalization aects overall employment.

371 Trading in a Competitive Environment: South-Asian Restaurants in the UK

Dave Crick, Shiv Chaudhry, and James M. Crick

South-Asian restaurant owners in the UK need to avoid employing a business model that operates on threshold

capabilities, but rather need to learn from the more dynamic capabilities of rivals in the sector in order to help

sustainability.

383 Resource Position, Fitness, Firm Vulnerability, and Performance Heterogeneity

Ajay K. Singal and Arun K. Jain

Vulnerability, dened as an interplay of resource position and tness, is one of the determinants of rm performance

heterogeneity.

401 Role of Dynamic Capabilities in Innovation Output of High-Technology Firms

Krishna Aniruddha and Amita Mital

e innovation output of rms in high-technology intensity is impacted by their innovation capability, absorptive

capacity, and ability to sense external stimulus.

427 Strategic Change in Enterprise Risk Management

Ruchi Agarwal and Jake Ansell

Four emerging strategies of enterprise risk management (ERM) – ‘Rudimentary,’ ‘Anticipatory,’ ‘Resilient,’ and

‘Transformation’ – are identied based on strategic change of ERM.

441 Small Firm Adaptive Capability, Competitive Strategy, and Performance Outcomes: Competing

Mediation vs. Moderation Perspectives

George Chryssochoidis, Dimitrios Dousios, and Nikolaos Tzokas

In small rms, adaptive capability exercises a handling grip on competitive strategy for superior performance (pri-

marily acting as a mediator) and may oset, through attenuation, the adverse impact of limited availability of

resources.