The article presents the results of research on the strategy of two internet corporations who survived the high-tech meltdown and became major online players and trendsetters in their industries. These two cases highlight the idiosyncracies of the virtual environment as a commercial platform and identify several similarities in the strategic process and managerial attitudes of both corporations.
|Number of pages||7|
|Journal||Handbook of business strategy|
|Publication status||Published - 2006|