Suggests that firms in the same industry adopt differing approaches to products, distribution and organizational structures and that these differences, within similar market environments, came to be known as strategies. Argues that, to be successful in a competitive free market, companies should...

Profiles Professor Reg Revans — the father of action learning — who does not seem to have been given the recognition he deserves in the UK, and aims to put the record straight here. Contends that many of Revans' ideas have been picked up and incorporated, over time, into a lot of today's...

Discusses creativity and how it is hard work even for the best creatives. Aligns it with the jazz term ‘jam’ in that it means taking theme, question, notion, whim, idea and pass it around to get the full picture. States creativity is the entire process by which ideas are generated, developed...

Investigates views on boundary management — in particular managing relationships across boundaries — which is not as yet a prominent area of either academic or management interest. Uses a figure for further explanation. Chronicles some of the options which management has available to it....

Argues that the scientist's personal participation is the discovery and validation of this knowledge forms an indispensable part of science itself. Describes two different forms of knowing: tacit and explicit — tacit is personal, context‐specific and, therefore, difficult to communicate;...

Identifies seven types of crises that managers face, these range from natural disasters to technology failure and encompass crises provoked by external confrontation or direct acts of malevolence. Lists out seven types of crisis: natural disasters; technological disasters; crises of...

Investigates GE Capital (formed as the financial services arm of General Electric over 60 years ago), which is a financial services conglomerate with 27 separate businesses, employing more than 50,000 staff worldwide and with a $2.8billion turnover. Looks at GE Capital's approach — which...