Suggests that research attention has increasingly focused on the human aspects of mergers and acquisitions (M&A), particularly the problem of socio‐cultural integration. Alongside high levels of M & A activity, there has been a growing trend towards the reverse process of demerger and...

Contingency models have enabled researchers to develop system‐based decision‐making approaches to organizational studies. Two contingency decision‐making models ‐ rational and political choice ‐ have been applied to identify those organizational characteristics and strategic leadership...

Examines the nature of business environments and reports on the potential danger they have for organizations operating unresponsively from unrealistically safe views of reality. Argues that these organizations need to adopt an objectively rational view of their position in their environment, and...

Aims to review what has been learned and published recently about etworking, using examples from the experiences of the International Management Centre (IMC). Describes the IMC network and leadership process (including the use of the two‐level Bulletin Board System and the Atherton...

Planning approaches have long been of interest in identifying opportunities and co‐ordinating decisions. An “action” planning perspective is offered which seeks to assist managers in gaining membership commitment in the planning process.

Organisational planning identifies two areas — corporate culture and human resources — which have received much attention as key areas in formulating strategic plans in many organisations. Traditional planning fails to give flexibility in the face of foreign competition, technological...