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This paper aims to explore the nature of “purpose” emphasizing how it works scientifically and why leaders should invest in bringing it to life as the primary means of inspiring all stakeholders.

The power of purpose makes sense psychologically, organizationally, biologically, energetically and mathematically. By tracking the views of thought leaders in these fields, a compelling case for attention is derived.

Corporate purpose is not as simple or as static as the author may at first think. Understanding the true nature of purpose empowers leaders to provide a service relevant to all stakeholders.

The paper draws on established thought leadership and assembles this at high level in a way that makes the total case for purpose compelling.

The purpose of this paper is to raise the awareness of business leaders to the opportunity presented by the United Nations Sustainable Development Goals (SDGs).

The paper provides a brief account of the author’s experience of running workshops which engaged thousands of people from age 7 to well over 70 across three continents. It also points the reader in the direction of several case studies, suggesting that alignment to the global agenda makes business sense.

The first finding is that most people want the same world to be passed to future generations. Second, this world is consistent with the one described by the SDGs. Third, businesses are discovering that alignment to this vision makes good business sense.

There is significant opportunity for business leaders to consider the world we live in and align their strategies to the global agenda.

Failure to deliver the SDGs will cause significant disruption to or even collapse of society as we know it. Getting business involved is good for the future of humanity and the world we inhabit.

There are many papers on the SDGs but, to the best of the author’s knowledge, none make the link between the SDGs and the world most people want for future generations. This factor alone should be enough to inspire business leaders to take note.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/00070709110002571. When citing the article, please cite: Clive H. Wilson, (1991), “Developing and Marketing Dairy Product Brands in Europe”, British Food Journal, Vol. 93 Iss: 4, pp. 3 - 11.

THE MIDLAND county borough of Dudley has produced two post‐war chief librarians who have gone on to become national librarians. Alex Wilson told me this with some pride, when we met at the beginning of February to discuss his new appointment, which takes effect this month, as Director‐General of the British Library Reference Division. A couple of decades ago, Alex took over at Dudley, at one remove, from George Chandler, who has just retired as Australia's National Librarian.

The paper reviews the operation and management of a long established estate office within a university. It identifies the drivers for change and the potential consequences of these changes on the staff. Further it examines the potential for conflict during the period of change. The paper suggests that by adopting a teamwork response uncertainty and stress can be minimised. The paper concludes by emphasising the need for interaction between team members as an organisation undergoes the change from property driven to one where customers drive the process.

Introduction The problem of establishing a price for a new product is typically related to one of a number of possible company pricing objectives. McCarthy and Shapiro, for example, divide possible pricing objectives into the categories “profit oriented”, “sales oriented” and “status quo”, and then further subdivide them according to the diagram in Figure 1. The status quo objective of “meeting competition” translates itself directly into a new product price, while that of “nonprice competition” implies that price is to be de‐emphasised—one is, nevertheless, left with a pricing decision. All the other pricing objectives require either an explicit or implicit knowledge of the relationship between the price of the product and the quantity of goods sold—i.e. the demand curve.

The purpose of this paper is to examine how best to ensure that good recruits stay with a company.

The paper explains the importance of proper inductions to make talented people feel as though they truly belong. It also presents a framework that can help companies systematically to train their managers to be effective facilitators of engagement.

The paper advances the view that among the worst experiences of the workplace is one in which the individual feels to be merely a pawn in the great corporate game; the best where he or she feels that the company provides opportunities to do meaningful work in a supportive context.

The paper demonstrates that facilitating personal growth is the clear role of line managers, and that the strategic provision of other processes such as coaching, mentoring and facilitated workshops tailored to an individual organization's needs is essential in ensuring that personal growth can take place.

The paper highlights how ensuring that each individual thrives can help to improve the lot of society as a whole.

The paper emphasises the importance of a good communication strategy in helping to ensure that employees give of their best.

The development and marketing of diary product brands in Europe in the 1990s is described, examining the key success factors which will enable dairy companies to survive, let alone grow profitably through to the millenium. The contribution of strong branding and new product development to commercial success is analysed, featuring some state‐of‐the‐art approaches to segmentation and brand positioning which are likely to become critical to dairy product companies′ success or failure in achieving their full added values in the 1990s.

The purpose of this paper is to share a methodology for strategic engagement and alignment of corporate talent.

The methodology is gleaned from 25 years' practical experience in the design and delivery of interventions to leverage leadership and team dynamics to support corporations with the development of progressive strategies for talent management.

Managers and staff are motivated to add significant value to their organizations when they are provided with the opportunity to co‐create their future and work out how to align their talents to its delivery.

This work is based on practical assignments with clients over a 25‐year period.

Organizations have identified significant bottom‐line benefit from the actions delivered by managers through these techniques.

Social benefits lie in two areas. First, when people are provided opportunity to engage with the delivery of their futures this provides opportunity for more democratic and socially acceptable outcomes. Second, these methods have been used by change agents and social entrepreneurs, including the United Nations and British Council.

To the best of the author's knowledge these methods are not used elsewhere. Experiential engagement with future vision and the alignment of talent in this way is novel, efficient and value‐adding.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.