Management Decision: Volume 29 Issue 2

A Note on Corporate Culture

Stan Glaser

Cultures can be said to be an ostensive concept, reflectedby visible manifestations rather than abstract definitions. Organisationcultures are underpinned not only by imposed…

Kotler on...

Philip Kotler

Marketing “guru” Professor Philip Kotler′s address to abusiness school graduation ceremony exposed some of his views on issuessuch as the marketing and positioning of business…

Financing the MBO: A Complex Issue?

Michael Pogue

It has become increasingly obvious from recent experience that twovital and interrelated factors affecting the eventual success of amanagement buy‐out (MBO) are respectively the…

Information Technology is Good for You – Isn’t It?

Paul Chapman

A growing number of leading management consultants are highlightingfrom their work the link between investments in information technologyand successful business performance…

Management Development: The ICL Experience

Andrew Mayo

Presents the story of a managing director and his team adoptingmanagement development as a positive contributor to a massive and urgentchange of strategy within a company…

State‐of‐the‐art Technology and Organisational Culture

Graham James

The development of a new “high‐tech”, “highinvolvement” organisation is sketched. It concentrates on theorganisational design features of the new culture. These design featuresare…

Job‐related Expectations of Salespeople: A Review of Behavioural Determinants, Part I

Geoffrey Lancaster, Antonis Simintiras

Field sales people have an unusual position in organisations inthat they must be highly self‐motivated and self‐reliant, are largelyunsupervised, but are often the major conduit…

Developing a Mentoring Relationship

Jay T. Knippen, Thad B. Green

Practical advice to those wishing to develop a mentoringrelationship with their boss (or other senior member of an organisation)is presented. Role‐play dialogues are drawn on, and…

Thinking Globally and Managing Locally

Tony Morden

The article begins by explaining the strategic need to “thinkglobally”. It analyses strategic perceptions of what and where themarket is, and examines the competitive consequences…