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Advances the view that learning is a strategic variable in individual and organizational effectiveness; discusses the processes involved in learning; proposes ways in which organizations can be more supportive of learning; advocates action learning.

Reports on the introduction of marketing concepts into the Queensland Department of Primary Industries, in 1988‐89, using workshops, luncheon seminars, newsletters and the establishment of an entrepreneur′s network. Two years later, interviews were conducted within two branches of the department and with some clients of those branches, to determine the extent of adoption of marketing concepts and techniques and the degree of cultural change achieved. The main finding was that there had been a significant degree of adoption and that promotional activities had contributed to that adoption. Other findings included that the part of the programme concerned with fostering entrepreneurialism was a failure and that the full range of changes and benefits achieved were more evident to the managers of the branches concerned than they were to the customers of those branches.

This issue is a selected bibliography covering the subject of leadership.

For most people, especially those with fixed incomes, household budgets have to be balanced and sometimes the balance is precarious. With price rises of foods, there is a switch to a cheaper substitute within the group, or if it is a food for which there is no real substitute, reduced purchases follow. The annual and quarterly reviews of the National Food Survey over the years have shown this to be so; with carcase meat, where one meat is highly priced, housewives switch to a cheaper joint, and this is mainly the reason for the great increase in consumption of poultry; when recently the price of butter rose sharply, there was a switch to margarine. NFS statistics did not show any lessening of consumer preference for butter, but in most households, with budgets on a tight string, margarine had to be used for many purposes for which butter had previously been used. With those foods which have no substitute, and bread (also milk) is a classic example, to keep the sum spent on the food each week about the same, the amount purchased is correspondingly reduced. Again, NFS statistics show this to be the case, a practice which has been responsible for the small annual reductions in the amount of bread consumed per person per week over the last fifteen years or so; very small, a matter of an ounce or two, but adequate to maintain the balance of price/quantity since price rises have been relatively small, if fairly frequent. This artifice to absorb small price rises will not work, however, when price rises follow on one another rapidly and together are large. Bread is a case in point.

Gives an in depth view of the strategies pursued by the world’s leading chief executive officers in an attempt to provide guidance to new chief executives of today. Considers the marketing strategies employed, together with the organizational structures used and looks at the universal concepts that can be applied to any product. Uses anecdotal evidence to formulate a number of theories which can be used to compare your company with the best in the world. Presents initial survival strategies and then looks at ways companies can broaden their boundaries through manipulation and choice. Covers a huge variety of case studies and examples together with a substantial question and answer section.

For almost half a century, society has been aware of the existence of a glass ceiling, a term that describes the invisible barriers that hinder women’s access to power positions despite having equal or greater qualifications, skills and merits than their male counterparts. Nowadays, although there are signs of slow progress, women are still underrepresented in the upper echelons of large corporations and the risk of reversing the progress made in gender parity has increased because of the effects of the COVID-19 pandemic. This paper contributes to previous literature by analysing the impact that the uncertainty and cognitive effects associated with COVID-19 in 2020 had on the presence of women on the board of directors and whether this impact has been moderated by the regulatory and policy system on gender quotas in place at the time.

To test the authors' research hypotheses, the authors selected the major global companies worldwide with economic-financial and non-financial information available in the Thomson Reuters EIKON database over the 2015–2020 period. As a result, the authors' final sample is made up of 1,761 companies from 52 countries with different institutional settings that constitute an unbalanced data panel of 8,963 observations. The nature of the dependent variables requires the use of logistic regressions. The models incorporate the terms to control for any unobservable heterogeneity and the error term. Any endogeneity issues were addressed by considering the explanatory variables with a time lag.

The authors find that almost 30% of the companies downsized their boards in 2020. This decision resulted in more female than male directors being made redundant, causing a reversal in the fulfilment of gender quotas focussed on ensuring balanced boards with a female presence of 40% or more. This effect was enhanced in countries with hard-law regulation because the penalty for non-compliance with gender quotas had led to a significant increase in the size of these bodies in previous years through the inclusion of the required number of female directors. In contrast, the reduction in board size in soft-law countries does not differ from that in laissez-faire countries, lacking any moderating effect or impact on the number of female board members dismissed as a result of the pandemic.

This paper aims to contribute to current knowledge by analysing the impact that the countries' regulatory and normative systems on gender parity on boards of directors have had on the decisions made in relation to leadership positions, moderating the effects of the COVID-19 pandemic on gender equality at a global level.

Presents the author′s academic experiences at the Bachelor′s and Master′s Degree levels (in Business Studies and Organizational Analysis and Development, respectively) and reflects upon the effect of those experiences on subsequent professional practice within the framework of Kolb′s Learning Cycle (1984) and Schon′s notion of the reflective practitioner (1983). The author′s principal learning is that process skills tended to be more enduring than mere content knowledge but that the important determinant of effectiveness of process skills is the nature of the paradigm from which they were derived. Quantitative skills based on a deterministic view of the world proved to be not used in professional practice, whereas organizational diagnostic skills, predicated as a belief that human nature and organizations are probabilistic, indeterminant worlds of multiple, interacting variables, proved much more useful and enduring. Rather than an expert relationship with a client, a collaborative partnership approach, now referred to as “Emancipatory Action Research”, was seen as more appropriate and useful over the years.

The feasibility and desirability of reverse logistics in market-motivated contexts are examined in China. Interactions between the major barriers, that hinder or prevent the application of reverse logistics in China are analyzed. Management’s key task is to diagnose barriers to the application of reverse logistics that could be crucial to the organization’s future survival. Simultaneity, a value delivery system exists to create value for customers and environments by supplying needed products and services. Value delivery systems are at the heart of every firm and, more than anything else, determine that, whether the firm survives in the marketplace or disappears into bankruptcy or takeover. The processes and model of market-motivated reverse logistics value delivery system are discussed, and the processes content and model are presented. Simultaneity, based on the advantage of the Third Party Reverse Logistics Providers (3PRLs) and Outsourced Service Providers, an integrated evaluation model is built to select 3PRLs by using the integrated decision-making methods. Reflecting the comprehensive information requirement, the Analytic Hierarchy Process and entropy approaches are applied to calculate the objective weights. A new kind of relative similarity degree is established by combining the Euclidean distance with the grey correlation degree. An example demonstrates the model’s efficiency.

The new authorities created by this Act, probably the most important local government measure of the century, will be voted into existence during 1973 and commence functioning on 1st April 1974. Their responsibilities and the problems facing them are in many ways quite different and of greater complexity than those with which existing councils have had to cope. In its passage through the Lords, a number of amendments were made to the Act, but in the main, it is a scheme of reorganization originally produced after years of discussion and long sessions in the Commons. Local government reorganization in Scotland takes place one year later and for Northern Ireland, we must continue to wait and pray for a return of sanity.

Outlines the findings of a study into the secondary destination choices of tourists visiting the Philippines. Defines the tourist mega‐system. Looks at the framework and methodology used and attempts to link these with the holistic approach of Jafari regarding tourism structure and stages which the tourists go through.