writer who adds their own impartial comments and places the articles in context. Findings – How do managers make sense of … to mention a certain amount of residual bafflement. When more than a thousand managers were questioned at length, their …

and how managers in business can apply the wider principles that underlie them. Findings – Just like football teams … believes that managers can learn much from Ferguson's principles of leadership.  …

2007. In doing so, it examines the challenges that boards and managers in these organisations face. Design … adopts a quantitative, survey‐based approach. The survey compared attitudes to governance issues among managers and board … identifies divisions between managers and board members regarding the enterprise‐orientation of Social Firms. Research …

authors hypothesise that certain competences required of managers in social enterprises are specific, regarding the particular … competence model, the conducting of group interviews with managers of social enterprises in six European countries as this …

over a six‐year period of study. Findings – The paper argues that managers need a deeper understanding of how employees are … the organization. Originality/value – This has practical implications for managers and demonstrates that engagement …

leadership and strategy implementation. Junior and middle managers in the banking and finance sector were surveyed about their … managers' ability to lead them and what makes them recognize and follow a leader. Findings – Because the liabilities are …

demand for highly skilled workers. Concludes that managers, as a matter of some urgency, will have to incorporate knowledge …

Presents a pragmatic approach to knowledge management. Points out that managers have only recently realized that they …