Purpose – Employee ownership has attracted much attention across the globe. Whether affected by the global financial crisis (GFC), or not, this paper seeks to canvass what is known about employee ownership in neo‐liberal political economies. Design/methodology/approach – This paper is a...

Purpose – This paper seeks to provide a comprehensive review of the literature on the governance of international joint ventures (IJVs). Design/methodology/approach – Through focusing on IJV boards and top teams, examination of the current debate regarding IJV directors' contribution to...

Drawing on the literature on international joint ventures (IJVs) and strategic international human resource management, the paper proposes a model for strategic staffing of IJVs based on an integrative (strategic intent and negotiations) perspective. Building on the results of previous studies...

Purpose – This paper aims to contribute to understanding of strategy development by reporting a detailed case study of one pharmaceutical company over an 11‐year period using a framework for classifying strategic actions developed from a broader study of strategic behaviour in the industry....

Purpose – The primary aim of this paper is to examine whether boards of directors with independent members function as effective corporate governance mechanisms in Chinese State‐Owned Enterprises (SOEs), by analysing four characteristics of non‐executive directors (NEDs) that impact on...

The Seebohm recommendations assumed that any improvement in the social services had to be accompanied by fundamental administrative reorganisation. The rationalisation that social work activity would be best placed under one roof, generated, not unexpectedly, discussion and research, on...

The discussion of decision making is an important topic in today's management studies, yet some say that current teaching is inapplicable to today's organisations. A more realistic updated approach taking into account the underlying political framework needs to be considered instead.

Changes in techniques and structures to meet increased competition are ongoing, often traumatic processes. In this article the author sets out a seven step guide to managing the politics of change.