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The purpose of this paper is to present an analysis of the use of the Delphi technique to support curriculum development with a view to enhancing existing literature on use of the technique for renewal of business course curricula.

The authors outline the Delphi process for obtaining consensus amongst a diverse expert group, provide an overview of the results of the study to demonstrate its value and present an analysis of participants’ reflections on the Delphi process experience. Drawing on participants’ reflections and the experience of using the technique the authors present a “good practice guide” for others seeking to apply the technique and discuss implications for practice and research.

Analysis of participants’ feedback identified strengths and limitations of the process. Participants perceived that the process was efficient and fostered reflection on their own practice. The technique’s capacity to draw out varied views due to absence of dominant voices was highlighted. Limitations were perceived to be restrictiveness of the process and potential inability to address varying understandings. Participant feedback suggests the process may provide a fragmented approach to curriculum design.

The findings suggest avenues for future research, including examining how the Delphi technique can be incorporated into a holistic set of curriculum design field studies that are linked and ultimately lead to a well-designed curriculum.

Current literature on the Delphi technique does not provide participants’ perspectives on the process nor researcher reflections on use of the technique. The authors address this gap and generate good practice guidelines for using the Delphi technique as a tool for curriculum renewal.

This study seeks to examine the impact of downsizing and restructuring decisions and processes on perceptions of organisational knowledge and effectiveness after downsizing and restructuring events in “successful” and “unsuccessful” organisations.

The study proposes a conceptual framework hypothesising that the impact of decisions and processes on levels of organisational knowledge are key determinants of effectiveness in post‐downsizing and restructuring organisations. Data were collected using a survey instrument developed through review of literature along with focus group findings. Survey data are factor‐analysed to identify stable constructs for testing hypotheses using regression analysis.

The findings indicate that the significance of the variables tested is found in those organisations considered by employees to be unsuccessful after downsizing and restructuring, rather than in their successful counterparts

The findings indicate that organisations undertaking downsizing or restructuring need to consider the organisational culture and climate with regard to knowledge retention and the potential impact of these initiatives to ensure that employee experiences are constructive. Support strategies such as counselling and training are important, as are job redesign, time for employee handover and documentation of procedures, if knowledge retention is to be maximised.

Although knowledge retention within organisations is generally accepted as desirable, little previous research has considered the impact of downsizing decisions or processes on knowledge retention. Additionally, data collected for this research were drawn from multiple respondents within a large number of organisations, providing breadth and depth of data for analysis.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The economic downturn of the last few years has concentrated employers' minds on some very tough decisions relating to their staffing levels. The toughest of the lot, of course, is whether or not to start shedding staff. Well‐meaning employers are faced with a genuine dilemma: as turnover drops, should they act decisively, and make the sort of cuts that (they hope) will at least give the company a fighting chance of surviving and ultimately thriving in the long run.

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The paper provides strategic insights and practical thinking that can have a broader social impact.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.