Questions whether corporate USA will be able to maintain competitiveness into the next millennium owing to unrelenting restructuring, meaning a recovery is based on an illusion of improved productivity. States, bluntly, the USA needs to grow in order to maintain market share — let alone to...

Analyses three appointments in different countries by three organizations — Skandia, Dow Chemical Co., and the Canadian Imperial Bank of Commerce's Leadership Centre. Looks at the way the appointee's (Leif Edvinsson, Gordon Petrash and Hubert Saint‐Onge) have applied their thinking.

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;...

Maintains that, for many companies being socially responsible is a good thing, which can also serve corporate self‐interest. Reckons that the absence of empirical links between a company acting in a responsible way and its bottom‐line profits could mean an argument that social responsibility...

Chronicles value‐based management (VBM) as it is approached by Boston Consulting Group (BCG) and uses figures to add emphasis to this system. States that the yardstick used by BCG is total shareholder return (TSR), giving historic appraisal and comparison between companies. Demonstrates that...

Alludes to five leadership styles which are: the strategic approach — the traditional view of a CEO; the human assets approach — they believe strategy formulation is the job of those closest to the markets and the customers; the expertise approach — this identifies the core capabilities...

Investigates the shareholder value approach as a corporate management central objective. Alludes to the similar cultural patterns in other, well‐established economies of the English‐speaking world such as: Canada, New Zealand and Australia. Identifies three different approaches to corporate...