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The purpose of this paper was to determine the complementarity between the Canadian Medical Education Directions for Specialists (CanMEDS) physician competency and LEADS leadership capability frameworks from three perspectives: epistemological, philosophical and pragmatic. Based on those findings, the authors propose how the frameworks collectively layout pathways of lifelong learning for physician leadership.

Using a qualitative approach combining critical discourse analysis with a modified Delphi, the authors examined “How complementary the CanMEDS and LEADS frameworks are in guiding physician leadership development and practice” with the following sub-questions: What are the similarities and differences between CanMEDS and LEADS from: An epistemological and philosophical perspective? The perspective of guiding physician leadership training and practice? How can CanMEDS and LEADS guide physician leadership development from medical school to retirement?

Similarities and differences exist between the two frameworks from philosophical and epistemological perspectives with significant complementarity. Both frameworks are founded on a caring ethos and value physician leadership – CanMEDS (for physicians) and LEADS (physicians as one of many professions) define leadership similarly. The frameworks share beliefs in the function of leadership, embrace a belief in distributed leadership, and although having some philosophical differences, have a shared purpose (preparing for changing health systems). Practically, the frameworks are mutually supportive, addressing leadership action in different contexts and where there is overlap, complement one another in intent and purpose.

To the best of the authors’ knowledge, this is the first paper to map the CanMEDS (physician competency) and LEADS (leadership capabilities) frameworks. By determining the complementarity between the two, synergies can be used to influence physician leadership capacity needed for today and the future.

Most years, several AIB members are elected as AIB Fellows on account of their excellent international business scholarship, and/or past service as AIB President or Executive Secretary. The Fellows are in charge of electing Eminent Scholars as well as the International Executive and International Educator (formerly, Dean) of the Year, who often provide the focus for Plenary Sessions at AIB Conferences. Their history since 1975 covers over half of the span of the AIB and reflects many issues that dominated that period in terms of research themes, progresses and problems, the internationalization of business education and the role of international business in society and around the globe. Like other organizations, the Fellows Group had their ups and downs, successes and failures – and some fun too!

This is an exclusive extract from The ValueReporting Revolution: Moving Beyond the Earnings Game, a new book published by John Wiley & Sons, Inc., and written by four senior PricewaterhouseCoopers experts. In this extract they discuss the dilemma of risk management and risk reporting. They argue that there are difficulties in disclosing risk on the grounds that it causes problems with competitors and investors alike. There is also a lack of consensus of how market risk should be measured. They assess how to quantify operational risk and conclude that the gap between improving risk management techniques and risk disclosures needs to be closed.

This study was based on a face‐to‐face survey of 100 chief and senior executives of a sample of companies that were chosen to reflect the Scottish economy. The process of strategic decision taking was explored and the information leading to the identification of strategic issues was appraised. It is demonstrated by the findings that many companies appear to identify strategic issues and develop their strategies with only limited data. Yet strategic planning relies on the effective use of valid data, coupled with creative interpretation and judgement. However, it is shown by the study that companies are failing to utilise effectively the creative talents of key people in the harnessing of information. As a consequence they are failing to win valuable insights and omitting to obtain essential collective interpretations of critical issues and events.

The Open University of the United Kingdom is acknowledged as one of the most successful distance education system yet designed. High among the reasons for its success is the student support service provided by the Regional Tutorial Services, a department of the Open University administrative structure which has received little acclaim. This paper shows how the Regional Tutorial Services copes with the problem of drop‐outs that has been a feature of many other distance systems and how it seeks to provide a valid educational experience for those enrolled. Three phases in the evolution of the present administrative system are analysed and various aspects of structure are discussed. Attention is drawn to developments in computer recording which may enable the Regional Tutorial Services to forecast possible drop‐outs and thus take a major step towards eliminating avoidable student withdrawal.

The purpose of this paper is to examine the impact of the digital culture on football supporters through analysis of official and unofficial websites and media reports. At first glance it would appear that technology has brought about greater opportunities to communicate, to share views which previously could not be widely published, and to organise against the commercial power of the large football clubs. However, surveillance, censorship and control continue to impact on supporters to restrict and ultimately prevent the ideal speech situation that is necessary to empower fans and promote greater participation in their clubs. Current media manipulation and corporate interests restrict and alienate fans who often have more of a historically constituted (over generations) sense of ownership and culture within their local clubs.

A critical social theory approach is adopted to examine structures and processes related to communication between fans, the media, football clubs and the public. Habermas' theory is draw upon using the concepts of “colonization of the Lifeworld” and “communicative action” to inform a theme and discourse analysis of official and independent football club websites and media reports. How corporate interests (the system) are manipulating public opinion and freedom to speak openly within an overall goal of profit maximization for club owners and the large media corporations are explored.

Although steps to enable free communication have been made we are still a long way off supporters having a powerful enough voice to organise against the commercial power of the large football clubs and media conglomerates. The ideal speech situation remains elusive and the hegemonic state remains unchallenged. Football supporters are increasingly constructed as “consumers” and the ultimate power remains in mass media and broadcast rather than personal “narrowcast”.

This paper extends debate on the impact of the developing “digital culture” focusing on football supporters, a specific and prevalent community within British society. It raises issues for further research in this area.

The increase in intangible asset ownership and the importance of capabilities as “assets” has brought a new perspective to the conventional balance sheet and to the valuation of the assets, the business and shareholder value. The rise and demise of the “dot.coms” emphasise the need to reconsider the approach to corporate and shareholder valuation models. It is suggested that the virtual organisation offers the flexibility that organisation design will require if full advantage is to be taken of the emerging opportunities. However, successful virtual organisations require some planning and dedicated management if the success is to be sustained.