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To date, corporate governance research agendas have tended to concentrate on one particular role that a board performs. For instance, agency theory concentrates on the monitoring role, resource dependence theory concentrates on the board providing access to resources and stewardship theory concentrates on the board’s advice‐giving or strategic role. While these approaches provide practitioners with useful guidelines regarding issues such as board independence, we contend that practitioners need to take care not to act on the recommendations from a single theory in isolation from the others. To address this concern, we provide a model of board effectiveness that uses the construct of board intellectual capital to integrate the predominant theories of corporate governance and illustrate how the board can drive corporate performance. We further contend that boards that wish to improve their performance need to review their intellectual capital. We conclude by linking the model to a practitioner‐focused framework that identifies four key areas on which a board must concentrate to develop its intellectual capital.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb001483. When citing the article, please cite: Geoffrey C. Kiel, Carol Ann Howard, (1988), “The Pacific Rim: An Emergent Force”, Management Decision, Vol. 26 Iss: 1, pp. 30 - 35.

The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.

A lot of attention is currently focused on the Pacific Rim as a major world trade area, equivalent to the European Community. Companies may see this as an increased market opportunity or as increased competition but however they view it, a regiocentric strategy focus, based on the entire Pacific Rim is required.

Numerous studies have made it clear that many businesses, both in Australia and overseas, have not yet adopted a marketing plan as a basic operational tool. A mail study was conducted to survey the use of marketing plans in different types of Australian companies. Analysis of the survey results indicated that: (1) the prime responsibility for preparing and approving marketing plans varies between company type, (2) the time period of marketing plans varies between company type, (3) companies with high sales turnovers tend to incorporate a longer time horizon into their marketing plan, (4) no relationship was found between awareness and usage levels of planning tools and company type, and (5) companies with high sales turnovers have an average level of awareness and use of planning tools. Recommendations are made based on these findings.

The recent high levels of unemployment in Western economies have focused the attention of politicians, policy makers and businessmen on the employment impact of substantial new investment decisions. Of major concern is whether a proposed investment will lead to a net increase or decrease in the total workforce. In addition, considerable attention is given to issues such as the skill levels of workers required by the new project, the impact on the economically disadvantaged and the impact on women and minorities. In many industrialised economies, such as Australia, this concern is expressed against a background of a decreasing proportion of the workforce engaged in primary and secondary industry and an increasing proportion engaged in tertiary industry.

The role of the board of directors in modern Western corporations is set out in both the legal codes and in the writings of management thinkers, and has been a topic of increasing concern to directors, managers, legislators and the public at large.

This article aims firstly to show how the introduction of new computer hardware can bring considerably more power and control to data processing for marketing researchers. Secondly, it discusses the use of basic statistical techniques as an aid to effective marketing decision making. Thirdly, it comments on the effective use of multidimensional and mutivariate techniques. It concludes that, given that the major expense in marketing research is often data collection, it is essential that data analysis be effectively used to unveil the true marketing implications of the findings.

Increased market segmentation is likely to be an emerging trend in management education in Australia. To date management education has been “production oriented”, concentrating on functional areas such as accounting, marketing and human resource management. The formal, institutionalised management education industry has sought to turn out functional specialists (B. Com., B. Bus. (accounting)) or generalist managers (M.B.A., B. Bus. (management)) with an underlying assumption that these graduates will function effectively in any industry.