Journal of Management Development: Volume 17 Issue 3

UK business schools and business: activities and interactions

Daniel F. Twomey, Rosemarie Feuerbach Twomey

This paper reports on a comprehensive study of business schools in the UK. Data were obtained from two mail surveys ‐ one of faculty members and the other of deans from all of the…

Does 360‐degree feedback work in different industries?: A between‐industry comparison of the reliability and validity of multi‐source performance ratings

Stéphane Brutus, John W. Fleenor, Manuel London

In order to determine the usefulness of multi‐source rating in different types of organizations, this study explored differences among organization types in four areas: leniency…

Can specialists be general managers?: Developing paradoxical thinking in middle managers

Martin Clarke

The plight of the middle manager has received considerable attention recently as this endangered species has been delayered, rationalised and subjected to many organisational…

Everything old is new again: Barnard’s legacy ‐ lessons for participative leaders

Rikki Abzug, Susan Phelps

What are the implications of assuming that employees have the knowledge and ability to direct their own work and make valuable contributions to achieving organizational success…

The interdisciplinary needs of organizations: Are new employees adequately equipped?

Randolph T. Barker, Glenn H. Gilbreath, Warren S. Stone

This paper discusses the need for and possible resistance to interdiscplinary education and development in the US business schools today. In‐depth structured interviews were…

Requisite Organisation

Trevor Long

Starting a High Income Consultancy

Trevor Thornett