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I get perhaps three calls a month from inside and outside our company asking what to read to learn about strategy. In most cases, the caller is in a new position where strategy is important. But sometimes, the request stems from a performance review. “Learn to be more strategic,” goes the command, with no direction on how that is supposed to be done.

Discusses the role of company leaders in implementing change, stressing their ability to become role models for change, setting the organization on a strong strategic course that is the basis for quality improvement. Outlines the four basic abilities that a strong leader should posses ‐ the ability to create alignment; initiate and manage change; resolve contradictions; and encourage synergy. Suggests that there are four different categories of business, naming them “Fort”, “Eagle”, “Slim Down” and “Circled Wagons”, and implies a deliberate use of a certain range of business strategies in respect of each.

The purpose of this paper is to explore the dilemmas that challenge reputation management in the context of higher education (HE).

The paper introduces one Finnish multidisciplinary master's degree programme as a case in point. The empirical data comprises a student survey and semi-structured interviews with internal and external stakeholders whose work relates to the master's degree programme in question.

The findings identify different types of dilemmas arising from collaboration between stakeholders of HE.

The paper demonstrates how the dilemma-reconciliation method can be used to enhance reputation management in HE.

The novelty of the paper is in applying dilemma theory (Hampden-Turner and Trompenaars, 2000) in parallel with reputation theories. Dilemma theory attributes reputation risks to conflicting aims.

The management philosophy of this highly successful firm is based on enlighted concepts of leanness, localism, openness, and rewarding merit.

All values are really paradoxes since they are contrasts, like courage–caution, diversity–inclusion and define one another. Values are differences at the end of continua. All metaphors are paradoxical being both like and unlike that to which they refer. Emergency management is a paradox. How can you manage something suddenly emerging like Australian bush fires? It is, however, possible to prepare for a range of events, all infections require masks, social distancing, gowns, disinfectant etc. Many East Asians countries have navigated the current COVID-19 pandemic better than many Western countries by such readiness. The key to resolving paradoxes is dynamic equilibrium, wherein opposed values harmonize and grow ever more salient. All innovation is an exercise in resolving paradox, by creating new wholes out of old and existing parts. These ideas are explored via a commentary of three pieces on paradox in relation to logic, Luhman and emergency management.

Fons Trompenaars is the Managing Director of the Centre for International Business and his book, Riding the Waves of Culture , is concerned with attempting to further the understanding of cultural diversity in business, particularly international business. His analysis is based on extensive research involving 15,000 employees in 50 countries, in which he explores the cultural extremes and incomprehension that can arise when doing business across cultures in different parts of the world – even when those involved are working for the same company. Explores in this discussion with Bruce Lloyd (Head of Strategic and International Management at South Bank University) some of the critical and sensitive areas, such as the underlying assumptions used in the analysis, stereotyping and equal opportunities.

Cultural dimensions studies can limit managers' ability to overcome challenges within international teams as they perpetuate stereotypical perceptions based on nationality. Instead, managers can use identity theory to build a team culture based on interpersonal awareness in which team members view their colleagues as fully realized and predictable individuals.