Using the analogy of expensive trains heading for a crash, asserts that business schools must learn to do what they teach – i.e. become learning organizations – if they are to stay relevant in a rapidly changing world. Offers advice to schools on how to change, describing learning...

Maintains that high performance companies have an unmistakable profile that separates them from also‐rans, including distinctive characteristics of the corporate culture, the people and the management systems. Isolates seven attributes that differentiate the culture of high‐performing...

Corporations, like products, go through various stages of development from birth to maturity to decline. Although there is conceptual agreement among management theoreticians and practitioners that corporations go through life cycles, there is little agreement as to the nature and...

The first part of the article posited a segmentation of corporate life cycles into four stages: birth, youth, maturity and resurrection. A review of the characteristics of each of the corporate life stages indicated that the role of management and the planning and control systems are quite...