Traditional approaches to the management of change are failing to produce lasting benefit and are more likely to engender demotivation and feelings of insecurity than tightly integrated and focused strategy implementation. These traditional approaches seldom take full account of the positive...

With existing approaches to change management failing to deliver results, different ideas are needed. New organisational forms require a greater focus on change that emerges from real business opportunities. The ooportunities can be the basis of pockets of good practice which act as influential...

Despite the abundance of practical advice for managing contemporary organisations, managers still seem to struggle with their role. Trying to manage a plethora of stakeholder interests can create a considerable array of paradoxes and double binds that often leave well‐intentioned executives...

Traditional approaches to organizational change are of little use in the bid for increased innovation as they reinforce top‐down predictability. An alternative approach is through the creation of pockets of good practice which act as role models of change. These pockets need to be subversive...

Despite the ever‐burgeoning literature and growth of conceptual models and tools, hard‐pressed managers seem to find it difficult to appreciate the special significance that knowledge management (KM) has for redefining their managerial work. In two complementary articles, this problem is...

Purpose – This paper is derived from a two‐year study that sought to provide a critical understanding of the current state of business leadership development (BLD) and to identify directions for innovative future practice. The second of two companion papers, this contribution aims to...

The plight of the middle manager has received considerable attention recently as this endangered species has been delayered, rationalised and subjected to many organisational change programmes. These changes have pushed the middle manager into an increasing number of apparently contradictory and...