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Being able to reach sound and lasting agreements without giving in to the other party, even if he is hard and aggressive, is a necessity for success in any field. The skills involved are not easy to acquire and cannot be taught, yet like all skills they can be developed with practice. This conference, to enable participants to do so, has been developed jointly with the staff of the Harvard Negotiation Project and is updated regularly with the latest results of wide‐ranging research at that project. It provides theory in an understandable form, coupled with intensive yet enjoyable practice.

With the increasing use of ISO 9000, claims have surfaced that the process of certification is being carried out in different ways among the countries of Europe. This situation is already leading to a system of trade barriers as the ISO 9000 certificates, and certification bodies, from some countries are being thought of as being better or worse than others. Explains how an attempt is being made to reconcile these differences, and compares it with other possible strategies.

A communication barrier arises between overseas managers and head office staff when the latter cannot grasp foreign work contexts. The barrier hinders cross‐border management. Communication is likely to improve through training based on the research finding that managers tend to talk about problems in terms of dilemma, paradox and other tensions generated by environmental forces such as culture and politics. Such tensions pervade organizational, managerial and other literature. Learners who study the tension construct become adept at identifying tensions generated by forces affecting domestic as well as international scenarios. More research is needed, but indications are that head office staff learn to empathize with overseas colleagues, and become less inclined to rely on a domestic mindset when analyzing unfamiliar contexts. Study of the tension construct may also improve skills in other forms of scenario analysis, and refine learners' knowledge of negotiation dynamics. Tension analysis has potential as a generic skill for analyzing organizational issues at home and abroad.

IN a recent Money programme on BBC TV Sir Monty Finniston was seen advocating the need for greater investment in industry as opposed to money being sent abroad to be invested either in Japanese industry or American real estate.

This chapter explores the impact of postgraduate entrepreneurship and enterprise (E&E) education in UK Universities on the entrepreneurial actions of foreign students by reference to students from the second largest transition economy, Russia. The research identifies the most popular courses selected by foreign students for UK study and to identify and qualify the related student experience in order to identify correlations with how graduates exploit entrepreneurial opportunities upon return to home country. British universities have placed increasing dependency on foreign students which has increased pressure to enhance curricula to ‘embrace a wider global context’. Universities have been pressured also to play a new role in society by pursuing a ‘third mission’ of economic development to support the traditional roles of research and teaching. The increase in supply of HE providers has increased competition for students so curricula have to be innovative in order to attract them. An interpretivist philosophy and qualitative methods was employed across three phases, to study university managers, selected according to university and contact with foreign students; Russian non-government officials, selected to comment on the nexus of issues around Russian business and college education; and graduates (‘past’ and ‘recent’), selected according to country of origin, focus of studies and choice of university. This study confirmed that ‘the UK has a long tradition of the university third mission role’ where ‘HEIs are independent, self-governing bodies’, ‘most or part-funded by government’ and since 1992, seen an increase in the overall number; universities have been especially aggressive in pursuing foreign students so have led in designing attractive programmes and curricula. Findings show that modern UK University E&E teaching is effective in changing foreign students’ entrepreneurship perception and behaviour. The university/course selection and teaching/learning experience combine to produce measurable post-study entrepreneurial actions, whether in starting new or joining existing businesses with new found knowledge, social capital and ways of viewing the world.

This chapter complements the one that appeared as “History of the AIB Fellows: 1975–2008” in Volume 14 of this series (International Business Scholarship: AIB Fellows on the First 50 Years and Beyond, Jean J. Boddewyn, Editor). It traces what happened under the deanship of Alan Rugman (2011–2014) who took many initiatives reported here while his death in July 2014 generated trenchant, funny, and loving comments from more than half of the AIB Fellows. The lives and contributions of many other major international business scholars who passed away from 2008 to 2014 are also evoked here: Endel Kolde, Lee Nehrt, Howard Perlmutter, Stefan Robock, John Ryans, Vern Terpstra, and Daniel Van Den Bulcke.

To alert public company management and directors to several recent SEC enforcement actions involving executives and other senior personnel arising out of securities law violations.

Reviews a series of enforcement actions against four chief executive officers, four chief financial officers, an audit committee chair, and one outside auditor (BDO USA LLC) and five of its partners arising out of securities law violations by four different corporations (MusclePharm Corporation, Bankrate, Inc., KIT Digital, Inc. and General Employment Enterprises, Inc.). Each of the actions involved financial reporting and disclosure violations. Also highlights the need for directors and senior management to maintain a sharp focus on their company’s controls and disclosure practices.

The SEC’S actions may portend renewed determination by the agency to hold executives and directors, as well as outside professionals, accountable for securities fraud and disclosure violations committed by corporations.

Practical guidance from experienced securities lawyers.

This chapter explores how resilience in the face of difficult and crisis-ridden circumstances influences innovation. By examining Qantas and the critical role played by the CEO and Managing Director Alan Joyce, we discuss how innovation leadership amid a crisis requires resilience with a balanced approach. With a lens of self-level innovation leadership, we showcase Alan Joyce’s resilience and how that flowed onto his team and the organisation to action required changes in a creative and novel way to revitalise. The chapter contributes to the literature by further detailing about how resilience from a business leadership perspective influences the organisation’s ability to encourage innovation in a difficult and crisis-ridden environment. We believe that the lessons learned from the Qantas case can inspire companies and industries that face similar challenges to understand what it means to demonstrate resilience as a leader.