Perhaps the single most powerful competitive edge any company can have over the next decade is – providing superlative service. As technology progresses at a rapid pace and the benefits of any organization or product bear remarkable similarity to a competitor′s, the one sustainable,...

Perhaps the single most powerful competitive edge any company can have over the next decade is providing superlative service. As technology progresses at a rapid pace and the benefits of any organization or product bear remarkable similarity to a competitor′s, the one sustainable, competitive...

This article explores the challenge of getting people to willingly share knowledge skills and experience, so that their organisations may gain leverage in their collective intelligence. It does so by addressing links between knowledge management and organisational learning to increase the speed...

Purpose – This paper aims to explore the relationship between the worldviews of leaders and their corresponding leadership styles. It also proposes a leadership development framework integrating training strategies and pertinent leadership skills. Design/methodology/approach – The paper...

Purpose – The purpose of this article is to identify how to manage bosses well. Design/methodology/approach – Structured interviews and surveys with over 1,000 managers at all levels across industry sectors in the UK: cross‐checked with smaller survey groups in other countries to identify...

Focusing on the need for transformational leaders in organisations, animal metaphors are used to identify three sorts of leaders commonly found – sharks (who like to win at all costs), carp (who keep a low, passive profile) and dolphins (who are proactive, learn from setbacks and use...

Presents new models for managing people. Part one explores underlying assumptions which can transform the way in which we approach the management of people. Part two introduces a customer‐oriented framework for managing others. A wide range of organizations have successfully adopted this...

Presents new models for managing people. Part one explored underlying assumptions which can transform the way in which we approach the management of people. Part two introduces a customer‐oriented framework for managing others. A wide range of organizations have successfully adopted this...

What issues will the HR function be facing over the next decade? Presents a quarterly meeting of the policy group of the HR Division of European Institute of Management in the year 2004. The members attending look back over the last decade, 1994 to 2004, focusing on the international dimensions,...