Discusses how an in‐progress management development programme became the vehicle of a “cultural revolution” after acquisition by another company and helped to consolidate the new combined enterprise because of its timely and fortuitous emphasis on team building. Gives details of subsequent...

A rapidly changing environment requires new thinking by strategic leadership – intangible competences must be cultivated. Suggests this is best approached through partnership between universities and corporations in the design of applied management research projects. Describes the creation of...

Identifies and discusses nine issues the author believes will dominate management development programmes in the immediate future: learning (including “maintenance learning”, “shock learning” and “anticipatory learning”); the power of teams; time as a competitive weapon; dramatic...

In today′s rapidly changing and high‐pressured environment, managers need to learn to think more strategically about what they should be doing in their jobs. Shows how managers can take a strategic view of their work by first recognizing the flexibility and freedom in the job and then the...

Reports how Chinese international business educators perceive the relative quality of Chinese foreign trade programmes. The rankings and evaluative criteria adopted indicate that Chinese international business educators consider more on the inputs to the programme (e.g. number of professors)...

Suggests that the lack of attention given to pre‐departure for managers selected for overseas assignments is due to the isolation of human resource management (HRM) functions from corporate strategy (CS). Develops a framework for determining the appropriate approaches to and methods of...

Survey evidence is used to identify the perceptions of management development held by operating managers and corporate human resource managers in New Zealand companies. The results show that global business changes have affected New Zealand managers in significant ways and that, in response,...

Describes a simulation that provides an alternative method for teaching managers about the organizational renewal process and about the skills which are necessary to effect change in organizations. The simulation is based on theories about change, diffusion of innovations, and power and...

Examines the global organization and its particular management development needs. It proposes that implicit in the idea of global stategy is a model of management based on efficiency. Efficiency is created by a uniformity of approach across national and cultural boundaries. Global managers must...

Managers often have little knowledge concerning the cross‐cultural and organizational changes they can expect to encounter when they are sent abroad. Describes a personal computer program designed to make managers more sensitive to the adjustments that are needed due to the cultural distance...