Notes that after a serious recession which is still haunting Japan, board members of Japanese corporations are being forced to restructure their decision‐making processes. The most popular method is the introduction of an officer system. But it is difficult to make this work without a complete...

In its fiduciary role, the board of directors should select a CEO who mirrors the desired ethos of the company. If the board remains cognizant of cultural compatibility as a central criterion in the hiring process, it may engage in strategic oversight without undue interference in the internal...

This paper relies on a “trinity of menetypes” of group knowing which captures the essential decision‐making dynamics of board membership. Formal, corporate decision‐making processes require higher commitments of time and cognitive energy of directors – certainly, the requirement is of...

Repercussions from the failure of WorldCom have profoundly affected all the company’s stakeholders. As evidence of malfeasance escalates, the company may prove to have been a mere mirage without substance or soul. This paper addresses one particular facet of the company’s dramatic and...

Purpose – International mergers are becoming more widespread among medium‐sized companies that for decades have held a prime position in their home country market, but who now feel threatened that they may not be of a significant size to continue to be viable in the international...

Defines total quality management (TQM) as a business approach which focuses on the continuous improvement of an organization’s business processes, and business process re‐engineering (BPR) as a fundamental and radical restructuring of those processes, characterized by discontinuous...

Examines business process re‐engineering (BPR) from a theoretical standpoint. Elaborates on antecedent concepts to the BPR construct and highlights their usefulness in strengthening the conceptual foundation of BPR. Develops a model of BPR based on the elements of process, radical...

The field of financial services is one of the fastest changing sectors of the economy. The author argues that this and the changing motivation of people working in the financial services sector mean that a new approach is required to ensure that change both can be managed and can benefit the...

Looks at the benefits of embedding a risk management capability across a whole enterprise. Gives particular consideration to the creation of such a culture, outlining four factors characterizing this environment. Covers three key risk areas, and provides a model of the governance structure and...

Purpose – This viewpoint article explores how companies can solve the problems of flat sales revenue and customer churn by conducting an honest self‐assessment of corporate culture, then reinventing or refocusing products and services to provide the value that customers want....