PurposeThis article aims to focus on strategy disclosure in annual reports across Europe and to try to establish whether national culture and national corporate governance features have an influence on the extent to which companies disclose their strategy. The research was conducted to fulfil three main purposes: to build a model for measuring strategy disclosure; to find reasons for differences in strategy disclosure across countries; and to test whether there are indeed differences in the extent to which strategy is disclosed.Design/methodology/approachThe extent to which companies disclose their strategy is predicted on the basis of comparative management and corporate governance literature. This prediction is subsequently tested on ten criteria (describing corporate strategy). The empirical results were statistically analysed by using Manova and linear regression.FindingsThe main conclusion is drawn that national differences in corporate governance and culture do influence the extent to which companies disclose their corporate strategy.Research limitations/implicationsThe research sample consists of the annual reports of five European countries. Future research could be extended into a broader sample. Furthermore, possible influence of other elements on the extent to which companies disclose their strategy (besides the control variables already taken into account) could be considered.Practical implicationsPractical implications for managers from this conclusion are that, in order to keep the stakeholders satisfied, the company should look at their demands for disclosure when deciding on a strategy for disclosure.Originality/valueThe link between national differences and strategy disclosure has not been specified so clearly in the literature before, and therefore can be seen as the largest contribution of this study.

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The traditional value chain has changed under the influence of globalisation, lean thinking and the value leverage towards suppliers in the supply chain. The leverage of value by the focal original equipment manufacturer (OEM)-company to the supply chain has caused the focal OEM-company to transform into a large-scale system integrator (LSSI). The LSSI was defined according to the Petrick's definition. Indicators that measure the value-leverage by these LSSI companies have not been found in literature. The purpose of this paper is to describe indicators that measure value-leverage and illustrates that LSSI companies in the aerospace industry have a value-leverage capability, using these indicators. Design/methodology/approach -The authors' main research question is: "How to measure value-leverage by LSSIs in the aerospace industry?". As value-leverage indicators have not been studied before, a literature study was carried out to develop a set of indicators which were tested in a quantitative analysis, using secondary data from 41 aerospace companies. Second, the value-leverage indicators were applied to the aircraft LSSIs. The industry samples consisted of the global companies in the aircraft OEM industry and the relevant financial and company data were collected from the companies' public financial data, spanning a time frame of 14 years (1996 to 2009). A case study was performed on large-scale aircraft system integrators, as a sample of the aerospace OEM industry, to demonstrate the effects of value-leverage by aircraft LSSI companies. Findings -With the new indicators, this research shows value leverage of aerospace OEMs and aircraft LSSIs as a sub group of the sample. The related indicators showed a change in leverage over time, indicating the leverage capability of aerospace OEMs. More in-depth analysis on aircraft LSSI companies showed that aircraft LSSI with high correlation on the value-leverage variables are more in value balance compared with aircraft LSSI companies scoring lower on the variables. Research limitations/implications -This research has been limited to the aerospace OEMs. Data from secondary (public) sources were used, such as financial reports o...