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The purpose of this paper is to explain the issues related to “scheme liability” that underlie the current case before the United States Supreme Court, Stoneridge Investment Partners v. Scientific‐Atlanta and Motorola.

Explains the facts of the Stoneridge case; explains the legal framework, including ongoing debates over the scope of liability under Section 10(b) of the Securities Exchange Act of 1934 and Rule 10b‐5, the Supreme Court's decision in Central Bank, N.A. v. First Interstate Bank, development of the “scheme liability” concept by various plaintiffs' lawyers, and three circuit court decisions related to scheme liability; and the philosophy that is likely to guide the Supreme Court in Stoneridge.

The Stoneridge case provides the Supreme Court with the unique opportunity to clarify the limits of liability under Section 10(b) and Rule 10b‐5. It is the first time since Central Bank that the Supreme Court will grapple with the contours of liability for so‐called secondary actors.

A clear explanation of the issues in a highly visible Supreme Court case by an experienced commercial litigator.

In this interview, Professor Andrew Hargadon talks to editor Sarah Powell about the concept of technology brokering as the key to innovation. Andrew Hargadon is Associate Professor of Technology Management at the Graduate School of Management, University of California, Davis and Director of the School's Technology Management Programs. An engineer by profession, prior to becoming an academic Andrew Hargadon worked as a product designer, initially for David Kelley Design (now IDEO Product Development) and then for Apple Computer. Subsequently, as a consultant in product design and development, he has worked with clients such as Briggs & Stratton, Hewlett‐Packard, Nike, Praxis Product Design and Vivecon.

As [Alexander Graham] Bell raced to perfect his telephone, he was also writing up specifications to be filed with the United States Patent Office in Washington. On March 7, 1876, he was issued patent number 174,465. Meanwhile, Bell had discovered that a wire vibrated by the voice while partially immersed in a conducting liquid, like mercury, could be made to vary its resistance and produce an undulating current. In other words, human speech could be transmitted over a wire. On March 10, 1876, as he and Mr. Watson set out to test this finding, Bell knocked over what they were using as a transmitting liquid – battery acid. Reacting to the spilled acid, Mr. Bell is alleged to have shouted, “Mr. Watson, come here. I want you!” (PBS, 2003)

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Great innovators are capable of both being both brilliant and resilient. Thomas Edison commented that genius was 1 percent inspiration and 99 percent perspiration. It surely follows that collaborative innovation can increase the opportunities for combining the right creative spark with the huge levels of work and commitment required to get new ideas and products off the ground.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Service firms can improve their adaptability in turbulent environments with knowledgeable employees. Self-directed learning (SDL) is one way that employees can improve knowledge, but this research area has not examined the role of technology in employee learning. This paper aims to discuss these points.

This paper uses nested regression to test hypotheses about the relationships between employee affinity for technology (AFT) and perceived corporate affinity for technology (PCAFT) on SDL project use in financial services employees, and extends Artis and Harris' conceptual SDL model.

The relationship between the antecedents and SDL project use depends on the type of project: induced, synergistic, voluntary or scanning. The main effect of AFT impacts all except induced projects. The main effect of PCAFT only influences synergistic projects. The interaction term influences induced and scanning projects.

This paper provides the first empirical test of antecedents of SDL project use in the marketing literature. Limitations include that only employees from financial services were used; future research is needed to determine generalizability.

These findings show that what motivates employees to engage in SDL project can be a selection or an internal communication issue depending on project type. This should help managers to determine what steps can be taken to encourage employee use of SDL projects.

Academically, this is the first paper in marketing to empirically test antecedents of SDL projects use and provides empirical support of Clardy's SDLP typology. Managerially, this is the first empirical guidance on how firms can increase employee SDL project use to enhance knowledge.

Managers as Actors Those of us who manage are playing on an organisational stage every day. We enter early every morning to take up our roles, whether it is as chief executive, marketing manager, personnel adviser, production executive or any of the numerous other roles that have to be performed if work is to be done effectively.

How can leaders adopt a mindset that maximizes learning, remains responsive to short-term emergent opportunities, and simultaneously strengthens longer-term dynamic capabilities of the organization? This chapter explores the organizational decisions and practices leaders can initiate to extend, strengthen, or transform “ordinary capabilities” (Winter, 2003) into enhanced improvisational competence and dynamic capabilities. We call this leadership logic the “jazz mindset.” We draw upon seven characteristics of jazz bands as outlined by Barrett (1998) to show that strategic leaders of business organizations can enhance dynamic capabilities by strengthening practices observed in improvising jazz bands.