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Learning outcomes The case’s learning objectives to work on can vary according to the topic selected by the teacher. This case has been put forward with a particular interest in corporate strategy issues, specifically, on the joint management of businesses (in this case, academic programs). Therefore, students are expected to be able to understand the managerial dilemma on centralization and decentralization; recognize the peculiarities of a shared services center (SSC); and decide on which services to centralize in an SSC. Case overview/synopsis Centralizing or not centralizing is a frequent managerial dilemma. This is a challenge faced not only by business managers but also by corporate level areas responsible for jointly managing various businesses. Resources and capabilities allocation is an essential process for strategy execution, specifically in corporate strategy that must answer the question: How to jointly manage businesses? Sharing services is a collaborative strategy which aims to increase efficiency by centralizing some processes related to this joint business management. Mario, Dean of the Escuela de Administración in Medellín, Colombia, intends to optimize the school resource allocation processes so that there is more equitable support between the different academic programs. For this, he has thought of creating an SSC as it is a practice that he has seen in prominent companies in the city. His idea is to start operating the SSC in early 2018; however, the particular character of a management school leads him to ask himself: What to centralize and what not to centralize? Complexity academic level This case of decision (Ellet, 2007; Sánchez et al., 2013) can be used to promote student learning of strategy courses both at advanced undergraduate levels and in graduate programs. Likewise, it can be used in workshops with executives and administrative personnel of companies that face the centralize–decentralize dilemma. These types of topics are the subject of study by both corporate strategy theorists who address the question of how to jointly manage business (Menz et al., 2015; Michael Porter, 1987) and consultants (Deloitte, 2012). It is desirable, although not mandatory, that students have some knowledge or experience in strategic issues and challenges associated with the administration of companies made up of various businesses (multi-business firms). Supplementary materials Teaching Notes are available for educators only. Subject code CSS 11: Strategy.

Purpose The purpose of this paper is to investigate whether transformational leadership matters in promoting corporate entrepreneurship in Tunisian small and medium-sized enterprises (SMEs). It has been argued that transformational leadership is a multidimensional construct which is composed of intellectual stimulation, idealized influence, inspirational motivation and individual consideration. Corporate entrepreneurship is also a multidimensional construct composed of new business venturing, innovativeness, self-renewal and proactiveness. Hence, it has been hypothesized that transformational leadership positively and directly influences corporate entrepreneurship. Design/methodology/approach A hypothetico-deductive and quantitative approach was adopted to test the suggested research model. A 2 × 2 survey was conducted on a random sample of a set of Tunisian SMEs’ workers. Data analysis was performed using the structural equation modeling. Findings The results highlight the relatively relevance of transformational leadership’s components in triggering the corporate entrepreneurship’s patterns. Originality/value The author reports on the importance of transformational leadership in the corporate entrepreneurship development in the Tunisian business context. The paper should be of interest to readers in the areas of management and entrepreneurship. This work seems to be relevant to the extent that few works have highlighted the association between the components of both transformational leadership and corporate entrepreneurship. The findings seem interesting insofar as they show mainly the important effect of the intellectual stimulation and the inspirational motivation, triggered by transformational leaders, on workers’ innovativeness, proactiveness and new business venturing.

Purpose Small- and medium-sized enterprises (SMEs) exhibit limited understanding of their business processes. This lack of understanding limits the potential of these businesses and is a direct contributor to the high failure rates of this sector of the economy. Research has suggested that existing BP methods to not support SMEs in gaining an improved understanding of their processes due to the high complexity and resource intensity of these tools, more suitable for deployment within a large business context. The paper aims to discuss these issues. Design/methodology/approach This paper reports on two qualitative case studies of medium-sized financial entities that employ a new approach, the critical process targeting method (CPTM), to improve their understanding of their processes. Findings In reviewing these two case studies, the authors find that the CPTM can be considered a useful tool in improving process understanding in SMEs, and can lead to the achievement of strategic goals. This paper, however, also describes a number of practical limitations that were encountered when employing the CPTM within the SME context. Originality/value This new contribution to theory adds significant and critical support to academia and practice in business process understanding where current methods are found to be too resource heavy for even some large organisations. These two case studies have also provided support for struggling management teams being overwhelmed by the need to understand business processes within their organisations. Published literature and the case study experience both suggest that medium-sized entities have difficulty understanding their business processes.

Purpose– As mastering the two-minute entrepreneurial pitch is a key skill required of entrepreneurs and all those who have to sell an idea in a business context, the purpose of this paper is to analyse successful entrepreneurial pitches in order to provide practical pitch-related advice to entrepreneurs and to business school instructors developing pedagogical materials.Design/methodology/approach– As mastering the two-minute entrepreneurial pitch is a key skill required of entrepreneurs and all those who have to sell an idea in a business context, this paper aims to analyse successful entrepreneurial pitches in order to provide practical pitch-related advice to entrepreneurs and to business school instructors developing pedagogical materials.Findings– A ten-stage discourse framework was shown to underlie most pitches and typical linguistic exponents and rhetorical devices were identified. While there was a strong correlation between linguistic exponents and particular organisational stages, it was not possible to map the rhetorical strategies or tropes onto the organisational stages. The rhetorical framework provides a macro-structure to help entrepreneurs manipulate key content, whereas the linguistic framework highlights the salient grammatical, organisational, syntactic and lexical features of a successful pitch.Research limitation– The sample of entrepreneurial pitches analysed is too small to be totally representative of the entrepreneurial pitch in general. However, this in-depth multi-dimensional analysis provides initial research into the canonical features of the entrepreneurial pitch.Practical implication– This study provides an actionable, best practice, discoursal template for the entrepreneurial pitch together with the typical linguistic exponents and rhetorical features. The findings should sensitise entrepreneurs and instructors to salient macro- and micro-features of the entrepreneurial pitch.Originality value– To the authors’ knowledge, this is the first study that has been carried out that takes a multi-dimensional analysis approach (both rhetorical and linguistic/discourse analysis) to deconstruct the entrepreneurial pitch.

Purpose– This discussion paper focuses on a notion of information and communication technology (ICT) that is good, clean and fair that the authors call Slow Tech. The purpose of this paper is to introduce the Slow Tech approach in order to explain how to create a suitable bridge between business ethics and computer ethics.Design/methodology/approach– The paper’s approach is discursive. It provides a viewpoint. Its arguments are based in an examination of literature relevant to both business ethics and computer ethics. Justification is produced for the use of Slow Tech approach. A number of potential future research and application issues still to be investigated are also provided.Findings– Slow Tech can be proposed, and used, as a bridging mechanism between companies’ strategies regarding computer ethics and business ethics. Three case studies illustrate the kind of challenges that companies have to tackle when trying to implement Slow Tech in concrete business context. Further study need to be undertaken to make progress on Slow Tech in applied, corporate settings.Practical implications– ICT companies need to look for innovative, new approaches to producing, selling and recycling their services and products. A Slow Tech approach can provide such insights.Social implications– Today’s challenges to the production and use of good, clean, and fair ICT, both conceptual and concrete, can act as incentives for action: they can further applied research or encourage social activism. Encouraging the study, and the application, of Slow Tech provides a first step in the potential improvement of a society in which information technology is totally embedded.Originality/value– The value of this paper in not only for academics and researchers, but also for practitioners: especially for personnel working in ICT companies and for those involved with designing, developing and applying codes of conduct at both European and globally.

Purpose – The purpose of this paper is to test links from hotel general managers’ (GMs’) environmental commitment to hotel companies’ environmental management capabilities and then to hotel companies’ involvement in environmental practices. The secondary goal of this study is to identify the common, critical environmental management capabilities in the lodging business context. Design/methodology/approach – In total, 172 GMs, working for hotels affiliated with two state lodging associations located in the northwest region of the USA, participated in this study. GMs’ responses were gathered via an online survey. The structural equation modeling was used to test the proposed model. Findings – The results show that GMs’ environmental commitment affects their firms’ involvement in environmental practices both directly (GMs’ commitment and firms’ involvement) and indirectly via firms’ environmental management capabilities (GMs’ commitment, firms’ capabilities and firms’ involvement). The five common, critical hotel environmental management capabilities are identified: employee training, communicating environmental initiatives to guests, knowledge and skills to implement environmental practices, capital to invest in environmental management and support from employees. Practical implications – The hotel industry-specific environmental management capabilities enhance hotel practitioners’ understanding of the critical components for the success of hotel environmental programs and assist GMs to effectively prepare and operate their hotels’ environmental initiatives. Originality/value – This study demonstrates the essential role of individual actors, specifically hotel GMs, in firms’ environmental involvement, and advances our understanding of hotel environmental management in hospitality literature.

Purpose – The purpose of this paper is to examine how “Lean” principles from the manufacturing world can be adapted to create a best-in-class recruiting function and demonstrate the causal connection between the “value-added” recruiting activity and positive business results. Design/methodology/approach – This concept paper is based on practitioner experience in leveraging Lean Six Sigma tools in improving the efficiency and effectiveness of the talent acquisition process. Findings – Talent acquisition today is an activity fraught with risks – Did we hire the right person, the right skills the right fit? – and has the maximum impact on an organization bottom line. It is more than just posting a requisition and making an offer, but a series of sourcing activities, branding efforts, assessment processes and on-boarding activities and more – all designed to help an organization answer these key questions and find talent relevant to its business context. Appraising some of the evolving best practices in talent acquisition within the larger ambit of talent management issues facing organizations at large underscores the need for a new way of thinking about talent management. Originality/value – Being more innovative in sourcing and recruiting can give organizations a sustainable competitive advantage with visible impact on the bottom line.

PurposeThe purpose of this paper is to examine certain venture capital (VC) practices that conventional company managers might adopt to improve effectiveness when faced with increasing competition.Design/methodology/approachBased on current VC research, the paper isolates certain practices that are particularly effective in hypercompetitive contexts.FindingsIf managers see their companies differently – not as monolithic entities but rather as a combination of different business models, some nascent, some mature, a portfolio of current opportunities with potential offshoots – managers can implement practices to increase the company's ability to survive and potentially thrive in a hypercompetitive environment.Originality/valueVenture capitalists guide companies through important transitions in turbulent contexts. This article isolates and analyses their practices, so as to allow them to be transposed to a more conventional business context.

Subject area The subject area is retailing in the Indian business context. Study level/applicability The case is suitable for an MBA course on retail marketing. Positioning is that of an advanced elective, trying to educate, apply and synthesize the facets of learning, thinking and assimilating concepts with practicalities. Case overview The case elucidates the trials and tribulations of Bharat Bazar, one of the top contenders in the Indian retail scene. It explores the journey of brand making and customer patronage. Under consideration is a set of options for the retailer's next stage of growth. While the decisions are not to be mutually exclusive, it is clear that the firm has neither the capacity to scale up without proper locations nor unlimited management resources for economic viability. The retailer naturally has to choose the best direction possible and dedicate all efforts to bring the firm to the next level of growth. The strategy has to be robust in any case. Expected learning outcomes The case will help students to: appreciate Indian macro retail variables; analyse business decisions of a retailer based on location, merchandise, and profitability; and explore future strategy options from the growth perspective as well as a socially responsible player. Social implications Socially, the case is nourishing and enriching as it connotes not only a wealth creation angle, but also a green and efficient supply chain one. Retailers must cater for the choice pattern of the society, whether essential or non essential items of consumption. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

PurposeThe purpose of this article is to address the importance of storytelling in the twenty‐first century business context where the emphasis has shifted from the trainer to the learner, from the producer to the consumer and from the leader to the follower! The article underlines the human side of management business and introduces the ancient tool “storytelling” for inspirational leadership.Design/methodology/approachThe article aims to provide the author's insight and practical advice on storytelling in leadership communication rather than a theoretical approach. The insights are also supported exemplifying real life storyteller leaders.FindingsThe article provides insights about how storytelling skill supports leaders in their communication. It suggests that leadership communication should focus not only in the content of the message but also the context as well. It also recommends leaders to excel at the art of metaphor to become a skillful storyteller leader.Research limitations/implicationsThe opinions expressed in this article represent the author's own point‐of‐view.Practical implicationsThe article includes implications for developing the storytelling skills of leaders which is required in order to establish a sustainable leadership communication in the fast pace of change of the twenty‐first century business context.Social implicationsThe article includes implications for authentic leadership with its approach to address the human aspect of management.Originality/valueThis article addresses the need for leaders to study how storytelling can be used as a tool in their leadership communication.

Purpose – The authors argue that the construction industry is characterised by a fragmented business context with three main features: the project-based character, the strong focus on price in all parts of the supply chain along with the great importance of suppliers. This fragmentation has been identified as problematic for the industry’s ability to innovate and engage in renewal. The purpose of this paper is to investigate this further by focusing on how construction companies manage renewal in a fragmented business context. Design/methodology/approach – The authors use an in-depth case study of a housing project in Sweden to discuss how firms manage renewal in a fragmented type of business environment. The authors identify the challenge of achieving renewal in an individual construction company as an issue of handling intra- and inter-organisational issues in both intra- and inter-project environments. Findings – The case study indicates that renewal can be partly handled and managed through long-term business relationships and partly through opening up to new business relationships. Moreover, innovations and learning developed in other projects can be used in the focal project, and due to a repetitive task it is possible for the construction company to use a core network of individuals and organisations to enhance overall renewal among actors. Research limitations/implications – The study needs to be supported by further empirical observations. The paper encourages IMP scholars to further investigate projects from an industrial network approach. Practical implications – The study shows that the internal resources of firms can be used systematically to create continuity in a multi-project organisation, and that relationships can be used to bridge learning and innovation among actors across projects. Originality/value – The paper addresses why firms in fragmented (project-based) businesses might struggle with achieving renewal in a novel way by outlining and investigating four organisational challenges they must handle.

PurposeThis research attempts to empirically expand the Aaker's consumer based brand equity model in hybrid business firms by incorporating after sales service as a new dimension. Exploring and understanding the drivers of consumer based brand equity in a hybrid business context will help in building industry specific competitive barriers and generating brand wealth.Design/methodology/approachThe data were collected from Pakistani adults using a structured questionnaire based on established scales. Convenience sampling was used to gather data from 205 respondents across the major cities of Pakistan. To test the proposed research model the data were analyzed using confirmatory factor analysis.FindingsThe results support the proposed five‐factor model of consumer based brand equity for the automotive industry. The results support the notion that after sales service is related but is a separate dimension of consumer based brand equity in the automotive sector.Research limitations/implicationsThis proposed CBBE model was tested in the automotive sector of Pakistan. However, the automotive industry is special in the sense that it builds brands at dual level. This study only investigates consumer based brand equity at marque level. Future studies can expand on this work by investigating consumer based brand equity both at marque and model levels.Practical implicationsThe establishment of after sale services as a separate but independent dimension of consumer based brand equity for the hybrid business organizations provides a fresh reminder regarding the possibilities of new sources for building brand equity. Managers can focus on delivering excellent after sale services to build and enhance the equity of their brands in hybrid business organizations.Originality/valueThis study expands Aaker's brand equity model by empirically establishing after sales service as a fifth dimension for the firms operating on hybrid business model.

Purpose – The primary purposes of the current paper are to: provide theoretically clear concepts of the learning organization (LO) and organizational learning (OL) process; and empirically test the relationships among research constructs – environmental aspects of the LO and three types of OL processes at the levels of individual, group/team, and organization – by using structural equation modeling.Design/methodology/approach – A total of 200 cases were collected from 50 small‐medium size for‐profit organizations in the central region of Korea. Structural relationships were examined by using structural equation modeling (SEM), while integrative literature review was conducted to distinguish the concepts of LO and OL.Findings – The results showed that while the LO is composed of the system‐related environmental aspects, the OL has the process‐oriented aspects; and the LO has a significant influence on all three types of OL processes, while it has the strongest impact on individual learning process, followe...

PurposeThe purpose of this paper is to examine how the concept of vicarious liability has developed in recent years.Design/methodology/approachThis work analyses case law decisions pertaining to vicarious liability.FindingsThe paper examines how court decisions have acted to widen considerably the application of vicarious liability in a business context.Research limitations/implicationsFurther research could usefully speculate on the direction the law might take in the future.Practical implicationsThe paper reveals how vicarious liability applies in a business context and provides some pertinent learning outcomes for employers from case law development.Originality/valueThe analysis presented in this paper explains how an important legal concept applies in a contemporary business context.

PurposeThe purpose of the paper is to propose a quantitative approach for assessing the qualitative nature of organizational vision.Design/methodology/approachThe paper uses grey systems method to rank and evaluate the vision of five top‐ranked universities.FindingsIt is shown in the literature that qualitative consideration of organizational vision can be quantified using a mathematical method. This method can be used as a decision‐making tool where the judgments of the decision maker are not exact.Originality/valueThis study expresses the qualitative nature of organizational vision into a quantified shape. It does it through a mathematical method called “grey systems theory”. Moreover, it seems that the application of grey systems theory to the business context has rarely been examined.

PurposeThe purpose of this paper is to report on the highlights of the UN Global Compact Leaders Summit, the Principles for Responsible Management Education Global Forum and the Globally Responsible Leadership Initiative General Assembly held in New York and Boston in June 2010. It discusses the potential of the connections and collaborations between these organisations and others to lead to change.Design/methodology/approachThe paper draws out key themes of these concurrent events; connections and collaborations between these initiatives and others; and considers the potential of further collaborations to facilitate change.FindingsThere is an acceptance on the part of business of the need to be more socially and environmentally responsible, but a lack of technical know‐how and leadership capacity. Universities generally, and business schools in particular, need to do more to develop graduates for a changing business context with specific reference to the overarching challenge of the twenty‐first century to achieve global environmental sustainability and social justice.Practical implicationsFurther collaboration between these organisations is important to drive change through, e.g. sustainability performance management at universities; accreditation processes; and, partnerships between business schools, business and civil society organisations.Originality/valueThe originality and value of this paper is in summarising the highlights of three key interconnected events, the collaborations that led to them, the connections that are strengthening between the organisations and potential of those connections to facilitate change.

PurposeThe purpose of this paper is to share the experience of the Graduate School of Business at Univeristi Sains Malaysia (USM) in developing the new MBA programme, specialising in sustainable development.Design/methodology/approachThis paper describes the urgency for a source of education for sustainable development, particularly in the Malaysian business context. The justifications and rationale for incorporating sustainability issues in postgraduate business education is also described in this paper. Additionally, the process involved in developing the programme is also explained.FindingsThis is the first programme of its kind in Malaysia. USM, which aims to be a sustainability led university, has introduced many significant changes. One of the significant initiatives is to develop an MBA programme that specialises in sustainable development. This programme aims to be the catalyst for changes to sustainability from the business context. The whole process appeared to gain support from the University community with less bureaucratic challenges than were anticipated.Practical implicationsThis paper provides various examples and ideas for others on how to promote sustainable development for the business community, with a focus on the contribution that can be made by a University.Originality/valueThis is the first effort contribution to the education for sustainable development for business in a less developed country.

PurposeThe purpose of this paper is to explore the manager as coach (MAC) role as an organisational development strategy, in particular, aspects of the relationship between manager and employee that make it successful. The purpose of the MAC in the business context is to help employees consider how they might work and behave differently with more effective behaviours that produce better outcomes, without a reliance on the formal authority the manager possesses.Design/methodology/approachA qualitative case study approach was adopted in which individuals shared their experiences as MAC and/or as an employee receiving coaching from a manager in an asynchronous online discussion forum. These discussions were then qualitatively analysed.FindingsThe findings illustrate the complexity of the MAC role and why many managers fail in this role, leading to a loss of engagement and motivation of staff. Similarly, factors, which strengthen the relationship between the MAC and employee, such as trust, shared values, and benevolence lead to success in this organisational relationship.Practical implicationsManagers need to understand how to operate as a MAC to elevate organisational performance. Similarly, organisational developers need to understand what is required in training programs to develop managers into coaches if they are to employ this strategy successfully.Originality/valueThis practitioner oriented paper builds upon a case study, which explores the MAC role and integrates the findings with contemporary knowledge on performance management and coaching.

PurposeThe purpose of this paper is to define supply chain management (SCM) in facilities management (FM) and in generic business context, and extensively review critical elements to ensure the success of SCM and collaborative innovation in FM as a service delivery system.Design/methodology/approachThe paper employs comprehensive literature reviews from a number of publications retrieved from electronic databases, journals and books.FindingsSCM helps organisations to execute strategic purchasing for sustainable market position in a rapidly changing and competitive environment. Facilities will be effectively managed by adopting strategic alliances in SCM with FM suppliers through faster service delivery, increase in service efficiency and cost savings.Research limitations/implicationsLimited literature available on SCM in FM prevents comprehensive results, underlining further discussions on the critical aspects that can be adopted to ensure success in SCM in the context of FM service delivery.Practical implicationsThis paper provides an in‐depth analysis of SCM and the significance of adopting critical elements within SCM to ensure the success of a business in an environment that is constantly changing due to various expected or unexpected factors.Originality/valueThis paper presents literature updates on the needs of SCM in ensuring an organisation's sustainability, and in creating effective business collaborations to obtain profits through a common objective in FM.

PurposeThe purpose of this paper is to contribute towards development of a management framework for offshore business process outsourcing (BPO).Design/methodology/approachThis paper utilises longitudinal case studies to identify success factors in managing offshore BPO via the captive model (i.e. wholly‐owned subsidiary).FindingsSuccess in offshore BPO is based on a combination of cost savings, technical service quality and strategic issues, is specific to business context and will change over time. Choice of engagement model (e.g. captive operation or arms‐length contracting) is an important success factor. Advantages of captive centers arise from higher levels of relationship quality, trust and collaboration effectiveness.Research limitations/implicationsThis paper focuses on two global companies in two industry sectors (airlines and telecommunications), and both have adopted one particular BPO model (i.e. captive operation).Originality/valueThe paper contributes to scarce literature on offshore captive BPO operations, the most common but also least researched engagement model. The findings have practical implications for managers designing offshore BPO strategy.

PurposeThis paper aims to provide an insight into how fashion designer businesses work and survive in London, with an understanding of business techniques and the survival strategies of British fashion designers.Design/methodology/ approachThe initial research demonstrated a need to define “innovation” as well as recognise the approach of “creative people” in business by exploring existing literature. This was followed by a series of structured interviews with nine British Fashion Designers in London, and three with intermediaries aimed at putting the designers' activities within a business context: a fashion PR; a lawyer specialising in fashion business and a creative director of a fashion distributor.FindingsThe research suggests ten survival strategies employed by fashion designers. The five fashion designers in a sustainable business all operated all of these principles. Those no longer in business operated between one and five of these principles. As designers gain experience and realise their “value“, there is evidence that they can get leverage for contractual agreements with licensors, which has led to financial growth of the designers' businesses. Strategies for diversification and consultancy, if managed without diluting design values, have also led to business growth and stability.Research limitations/implicationsFurther research is required to consider innovation and entrepreneurship in the different creative and cultural industries, particularly concerning issues and challenges for the creative person.Practical implicationsThe implications are that designers need to be quick to understand the business and wider environment in which they are operating. More published material needs to be widely available to them concerning role models and business models relevant to this unique and problematic industry.Originality/valueThe value of this original research is to share experience and inform designers and practitioners of current practices.

PurposeThis paper aims to focus on the advertising agency‐firm relationship and aims at understanding and analysing its dynamics. In particular, it digs deep into the reasons behind success and failure of the relationship and attempts to unveil their determinants. This investigation is deemed important because a breaking of the advertising agency‐firm relationship is costly for both parties.Design/methodology/approachAn exploratory study is conducted among partners of the relationship in a Tunisian small to medium‐sized business context. In‐depth interviews were conducted among key executives from the ad agency industry and from clients. Content analysis made it possible to extract factors related to ad agency performance, others related to client management, and still others related to interactive processes involved in the relationship.FindingsResults led to the development of a theoretical framework summarising the three components of the relationship. These are performance of the ad agency, internal policy of the firm, and interpersonal factors. This framework is deemed relevant for both ad agencies and firms in understanding the dynamics of the relationship and in managing eventual conflicts.Originality/valueThe originality of the research lies in the fact that it focuses on the interactive aspects of the relationship and takes into account not only the role of the advertising agency but also that of the client in developing and maintaining such a relationship. This approach allows one to unveil areas of convergence and areas of divergence between both parties' roles perceptions.

With the series of ethics scandals over the last decade, more and more companies have created, updated, or clarified their corporate codes of conduct. Yet even though tougher and more detailed guidelines are in place, managers often find themselves questioning the validity and application of some rules in certain situations. In particular, when managers experience a disconnect between company rules and what is actually occurring on the job, they are faced with the choice of whether or not to adhere to the rules, or bend or break them. This inbasket exercise simulates a day in the life of a corporate manager who faces such a challenge, and provides participants with the opportunity to experience real-world ethical dilemmas and to assess their own views in relation to them. It is designed primarily for use with graduate students or upper-division undergraduates.

PurposeThe purpose of this paper is to report the findings of an in‐depth case study into virtual teamworking practices in a large petro‐chemical company.Design/methodology/approachBy drawing on the case study the paper offers a theoretical conceptualization of the development of commitment and personal trust relationships in a virtual teamworking context.FindingsThe paper argues that the durability of virtual teamworking depends largely on commitment and personal trust relationships, which may gradually dissipate over time without collocated, face‐to‐face social interactions. The virtual teamworking technologies alone may have limited scope in contributing to reproduction and reinforcement of commitment and personal trust relationships.Research limitations/implicationsThis research is based on an investigation in one organization that used a set of virtual teamworking technologies, which have been constantly improving in terms of capabilities and usability. In a business context investigated in this paper, the team working was not continuous, and the level and the range of activities varied over time. Future research should seek to explore whether personal and abstract trust can develop through continued online interaction.Practical implicationsFindings indicate that virtual teams should seek to manage expectations of the use of such technologies in their interactions. Human relationships, rather than technologies are therefore important for nurturing both personal and impersonal trust relationships, which is vital for durable virtual teams.Originality/valueThis paper argues that the long‐term virtual teamworking without face‐to‐face social interactions leads to a gradual dissipation of personal trust relationships, and subsequently loss of impersonal trust relations.

PurposeThe purpose of this paper is to develop a consistent and crystallized exposition of Six‐Sigma's methodology for improvement projects, which could serve as a basis for subsequent scientific research of the method.Design/methodology/approachThe paper shows that reformulation of imprecise and unscientific formulations of knowledge is called rational reconstruction. Starting from accounts given in the Six‐Sigma literature, a descriptive reconstruction of the main elements of the Six‐Sigma method is made: its business context, strategy, tools and techniques, and concepts and classifications.FindingsThe paper finds that, although, on the face of it, it may seem that accounts given in literature diverge, analysis shows that variations are superficial rather than essential. The analyses result in precisely formulated accounts of Six‐Sigma's method (DMAIC phases, steps, and tools), its business context, and its terminology. Essential anomalies are discussed. Six‐Sigma's claims of being data‐driven and focused on customers and bottom line results appear to be substantiated by its method.Research limitations/implicationsIn this paper the presented reconstruction has a purely descriptive impetus: it structures accounts that the Six‐Sigma literature itself provides, without critical evaluation against theoretical frameworks beyond the Six‐Sigma literature. As such, it provides a basis that is suitable for subsequent scientific research.Practical implicationsThe paper sees that loose and inaccurate expositions of Six‐Sigma's project methodology are supplemented with a precise formulation.Originality/valueAmong a tide of accounts of Six‐Sigma's DMAIC method, this paper provides an account that meets scientific standards of precision and consistency. It allows a substantiation of commonly made claims about Six‐Sigma, i.e. Six‐Sigma is a quantitative, data‐driven approach focused on cause‐and‐effect relations, and offering new solutions instead of standard cures.

PurposeThe purpose of this paper is to explain how knowledge management (KM) is an essential part of an information management (IM) initiative. IM and KM leaders must be aware of the challenges of fusing KM and IM.Design/methodology/approachThis paper is based on observation of numerous KM and IM projects, and on discussions with expert practitioners and senior management.FindingsExecutives want as close to real time decision support as they can get and they want business context around the data. For the information technology organization this means integrating structured data with unstructured content and building collaboration into analytic tools so that analysts across the company can share what they know. It means building KM into IM projects.Originality/valueChief information officers and senior business managers who are implementing IM projects for decision support will get more value by including KM initiatives that provide for context and collaboration.

PurposeIncreasingly the arts are being considered as having valuable lessons that can be transferred to a business context. This paper explores ways in which the assumed gap between the two cultures can be bridged effectively.Design/methodology/approachDrawing upon a wide and practical knowledge of arts education and facilitation practices across a broad and diverse constituency, the author uses his experiences gained as both a performer and practitioner to identify areas of divergence in thinking and methods by which these can be closer aligned in order to establish more effective and sustainable relationships.FindingsThere are important and far reaching implications for integrating arts practices within a business context, however the process of building the relationship between artist and business person from initial meeting through planning, delivery and final evaluation requires careful and informed nurturing.Practical implicationsIt gives accessible and practical proposals for identifying potential problem areas whilst offering suggestions for ways in which to start and continue successful associations between artists and business people.Originality/valueThe paper is of considerable value to all potential stakeholders who hold the intention to meld together arts and business processes into a training model of good practice.

The promised benefits from implementing knowledge management (KM) attract an increasing number of organizations. However, many organizations, face several difficulties when designing a KM system or implementing its initiatives. These difficulties, along with some unsuccessful KM initiatives worry many organizations interested in the concept. This paper investigates the reasons for these difficulties and discusses the issues that need to be addressed to develop robust KM systems. It then introduces a systematic approach for addressing these issues at the early stages of designing a KM system. This approach was developed within the cross‐sectoral learning in the virtual enterprise (CLEVER) project and supports the definition of KM problems within a business context. The approach has been encapsulated into a prototype software system to make it easier to use. The paper describes in detail the operational level of the prototype. It also discusses the potential of the developed prototype, and concludes that it represents an innovative tool for improved KM.

One of the major driving forces behind a firm’s success can be attributed to its meme management. Memes, analogous to the biological gene, are self‐replicating. They represent the knowledge, views, perceptions, and beliefs communicated from person to person. In a business context, memes can be used to manage market perceptions as well as managing the views a firm has of itself. If a firm focuses too persistently on replicating a specific product meme, and by its singularly unyielding focus fails to innovate, a competitor may obliterate it with a disruptive leap in product development. The former firm has failed because of its lack of flexibility and its inability to adapt to a product or market’s ongoing evolutionary process. Discusses the example of Rip Curl, the Australian surf‐wear giant, and how it has developed and managed three memes that are central to Rip Curl’s product success as well as the company’s innovative operations.

Studies of entrepreneurial learning have shown a preference for learning from the business context and business relationships. Within this business context, larger organisations are focusing on their supply chains as a significant source of strategic advantage, impacting on the competences required by SMEs to meet expectations. Uses a supply chain competence map to investigate the level to which 39 manufacturing SMEs demonstrate the competences expected by suppliers. The research sample showed a high degree of external and supply chain orientation. Highlight the fact that, given the right support and a willingness to engage with the external business environment, supply chains offer an alternative development opportunity for SMEs. Moreover, it is a learning model that suits their preferred learning style. What is not clear is whether the customer organisations are willing, or able, to support that learning.

Emphasises the dangers of complacency in business thinking and of the risks associated with strategic decisions that are repetitive and predictable. Introduces a military decision making model termed manoeuvre warfare and its history, successes, and applications within a business context. Recounts some well‐known military and business decision making blunders and warns of the strategic implications of falling into the same flawed decision‐making traps. Concludes with arguments supporting aggressive strategies that exploit the elements of speed, surprise, and flexibility.

To win in turbulence, senior executives must continually review three dimensions of their business context: their industry’s source and level of turbulence, their own strategic position within their sector, and their financial strength. The author reports on a study that suggests that there is a significant opportunity to win in turbulence. The companies that were prepared for bad times captured a disproportionate share of industry growth and profits. These companies had developed situational strategies that could be called upon immediately when the market changed. The article describes the key steps in developing and implementing these alternative strategic moves.

The question that this study addresses is whether the shareholders of New Zealand firms benefit from the process of gaining ISO registration. Three major questions with regard to ISO registration within the New Zealand business context are raised. First, how do New Zealand public firms’ stock prices react to the announcement of ISO registration? Secondly, do ISO registered firms perform any differently to the New Zealand market on average? And finally, does the choice of certifying authority (organisation that awards ISO registration) have an influence on the subsequent performance of the ISO registered firms’ performance? This study is conducted from a financial perspective. The New Zealand market is found to have no reaction to ISO registration announcements; supporting the existence of semi‐strong market efficiency. ISO registered firms are found to perform below average when compared to the New Zealand capital market and the choice of certifying authority does hold influence on subsequent firm performance.

This paper is part of a series addressing the topic of business excellence from a practical, evidence‐based approach. One of the critical aspects of being successful in a modern business context is having clear vision, a balanced journey for the future based on a market‐oriented approach and building core competencies of the organisations concerned. The richness of best practices covered in this paper demonstrates that policy and strategy has to be tackled as a whole process which needs to be managed and reviewed on a regular basis.

Subjects provided creative responses to memoranda from an in‐basket exercise. In a 262 design, contingent/noncontingent extrinsic reward conditions were crossed with intrinsic motivation/no intrinsic motivation conditions. Results indicated that intrinsic motivation was associated with improved creativity, while offering contingent, extrinsic rewards were not. Thus, the hypothesized inoculation effect associated with intrinsic motivation was not supported. Results are discussed in terms of specific work history and creativity outcomes, with particular attention focused on defining creativity in the business context (i.e. applied creativity) rather than in more artistic settings (i.e. pure creativity).

Analyses the business context of management development in the late 1990s, and presents some surprising survey results on the effectiveness of development methods ‐ results which challenge many of our past assumptions. Describes two central “principles” of effective management development today: “Work hard at developing people” and “Go for benefits with little cost”. Illustrates these principles with assessment and development planning applications.

One definition of a leader is a person who has followers. Argues that, to be a skilled leader, the role of follower needs to be clearly understood ‐ indeed a good leader should make a good follower _ and that somewhere within this concept is the very basis of teamwork. Using examples from the US military and the world of sport, explains the authors’ understanding of followership in relation to today’s business context, and offers a series of guidelines for effective “followership”.

The first thing you do when you meet someone in a business context is to tell that person who you think you are, who you think they are, and what you think the nature of your relationship is going to be. Explores some of the issues which surround the handshake in a business setting and discusses some of the characteristics and meanings of handshakes, with special attention to gender and cultural differences. The argument is made that, if there is a problem in the workplace for uninitiated, untrained persons with handshaking, it would be worthwhile addressing communication skill in an educational setting.

PurposeThe purpose of this paper is to examine what factors in addition to the needs of financial markets drive the voluntary disclosure practices of companies in Italy and in the United States.Design/methodology/approachInformation provided in the management discussion and analysis section of the annual reports of 72 companies was content analyzed to determine the volume and the quality of voluntary disclosures.FindingsResults show that in addition to investors' information needs, factors such as company emphasis on stakeholder management, relevance of intangible asset, and market complexity affect both the volume as well as the quality of voluntary disclosures.Research limitations/implicationsThe study is based on the voluntary disclosures made in a single year, which makes this study a snapshot. The size of the sample used in this study is relatively small. Future research aimed at examining country differences in voluntary disclosures made by companies needs to examine the business contexts in a comprehensive manner, so that differences observed across country boundaries can be adequately explained.Practical implicationsThe comprehensive framework developed in this study for organizing and evaluating voluntary disclosures is an initial step in the direction of examining voluntary disclosure from the stakeholder perspective.Originality/valueWhile results of this study confirm the findings of previous researchers, they also identify new drivers of voluntary disclosures and give some evidence about the similarity and differences in these factors across country contexts.

Concentrates on the concept of tacit knowledge and believes that its role within organizations is underestimated and its effects, for both good and ill, seriously misunderstood. States that, in a business context, tacit knowledge exists at two levels: individual level and organizational level. Uses figures and tables to emphasize arguments within. Warrants that the active management of tacit knowledge should be assured.

Starting a business, launching a new product or venture, or becoming an entrepreneur is a goal expressed by many people sometime during their career. Such goals are often among the two or three career alternatives being considered by business students during the exploration stage of their career (e.g. ages 17 to 30). Yet relatively little information is available in the career choice literature about the distinctive aspects of an entrepreneurial career. Because an entrepreneurial career places many unique demands on those who pursue it, it is important to know how entrepreneurs might differ from non‐entrepreneurs and how an entrepreneurial context differs from a mature business context.

A project is described which involved liaising with companies to research current use and future needs of foreign languages. Twenty‐four schools participated. A materials development team of teachers was formed who visited various organisations to investigate their use of foreign languages. Their aim was to provide a local business context for foreign language learning. Wherever possible, self‐study materials were to be provided and IT applications included. A description is given of the workpacks completed in collaboration with a number of organisations.