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This paper aims to explore how the model of an enterprise has dramatically changed as a result of globalisation and its subsequent impact on governance.

The paper starts off by explaining how enterprises transformed from the international corporation model of the nineteenth century, to the multinational corporation model of the twentieth century, to the globally integrated model of the twenty‐first century. It argues that, although the multinational model helped to build strong relationships with national governments and country‐based NGOs, the model has become redundant and uncompetitive in the globalization era. It shares how moving to the new globally integrated enterprise model is inevitable and raises governance implications at the international, national and local level across many dimensions such as culture, skills and ethics. In fact, the new globally integrated enterprise calls for a redefinition of relationships between an enterprise and its stakeholders and with greater collaboration taking place, the role of trust will become an essential foundation for all issues of governance.

The need for global governance to operate beyond national boundaries is being driven by the combination of a growing global interdependence driven by economics and the rise of transnational challenges such as climate change and poverty.

The paper is based on IBM's current business model, strategy and corporate citizenship activities and provides an insight into how IBM is evolving its business model in response to globalization.

The purpose of this paper is to raise awareness of the importance of services as a subject for scientific research and teaching. Services represent the majority of the world economy but universities and business schools have not generally considered services to be an appropriate subject for scientific research and teaching. With the help of industry, universities and business schools need to bring together a variety of current academic disciplines, including engineering, statistics, management theory, and human psychology, to develop a formal, interdisciplinary curriculum around service science. It is imperative that we do this to drive much needed service innovation and to equip graduates for the jobs of tomorrow.

The paper is based on first‐hand experience of working with over 50 universities from around the world which are developing service science as an academic discipline and research topic.

The paper finds that the number of business schools and universities running service science on their curriculum is on the rise. By being part of the Service Science, Management and Engineering (SSME) academic initiative, business schools and universities are enabling their graduates to benefit from the swiftly growing service sector and strengthening their linkages with business.

This paper sets out to inspire academic and business school leaders to find out more about SSME.