Abstract
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.
| Original language | Undefined |
|---|---|
| Pages (from-to) | 113-119 |
| Number of pages | 7 |
| Journal | Handbook of business strategy |
| Volume | 2006 |
| Publication status | Published - 2006 |
Keywords
- METIS-224674