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In an age where organizational transformation is becoming more important to both the theory and practice of strategic management, the aim of this paper is to provide a model through which organizational transformation and strategic change can be understood in an holistic manner.

In developing a model to explain organizational transformation, the paper draws on two different theoretical traditions. First, the paper draws on theories of political revolutions and, second, the paper draws on interpretative theories, in particular, speech act theory.

The paper argues that in order to provide a realistic understanding of how and why an organization has attempted a transformational strategy it is important to consider four issues: the event which triggered the transformation, the program and process through which transformation was attempted, the outcome of the transformational strategy, and the myths which have been built up around the transformation.

The paper takes a novel approach by drawing on non‐management theories to develop an understanding of management phenomena. In doing this the paper generates an original model useful for the post rational explanation of transformational strategies.

While there is no definitive profile of the successful entrepreneur or prescribed pathway for success, research suggests that individuals who proactively accommodate factors that push and pull them into entrepreneurship, align their personal and entrepreneurial visions, and to some extent, build emotional intelligence (EQ), are more likely to succeed. This paper aims to describe an entrepreneur counseling process developed and used by the Acadia Centre for Social and Business Entrepreneurship (ACSBE), located in Nova Scotia, Canada.

The authors propose an entrepreneur's success, negotiation of push and pull factors, and EQ are all linked, and the ACSBE counseling model draws on these. The case study method was used. ACSBE staffs were interviewed regarding the entrepreneur counseling process, counselor‐training sessions were observed and documents were reviewed. Two ACSBE clients, who together started a successful fair‐trade business, were interviewed for their insights regarding the ACSBE counseling model and their own experiences starting their business.

The responses of the ACSBE clients illustrate a successful application of the ACSBE Entrepreneurial Decision Making Cycle©. Their personal values, business strategies and performance were linked to promote success personally and for society. Both entrepreneurs were authentic, self‐aware and empathetic individuals who were able to hone their EQ and develop sound business acumen with assistance of the ACSBE counseling model.

The analysis of the ACSBE counseling model and its success in this case leads to the question of whether the application of the ACSBE Entrepreneurial Decision Making Cycle can predict those more likely to succeed in an entrepreneurial venture. In order to address this, further research of the ACSBE decision tool is recommended.

The ACSBE Entrepreneurial Decision Making Cycle is unique. It should be of interest to entrepreneur counselors and researchers of entrepreneurship.

Researchers recommend a reorganization of the medical profession into larger groups with a multispecialty mix. We analyze whether there is evidence for the superiority of these models and if this organizational transformation is underway.

We summarize the evidence on scale and scope economies in physician group practice, and then review the trends in physician group size and specialty mix to conduct survivorship tests of the most efficient models.

The distribution of physician groups exhibits two interesting tails. In the lower tail, a large percentage of physicians continue to practice in small, physician-owned practices. In the upper tail, there is a small but rapidly growing percentage of large groups that have been organized primarily by non-physician owners.

While our analysis includes no original data, it does collate all known surveys of physician practice characteristics and group practice formation to provide a consistent picture of physician organization.

Our review suggests that scale and scope economies in physician practice are limited. This may explain why most physicians have retained their small practices.

Larger, multispecialty groups have been primarily organized by non-physician owners in vertically integrated arrangements. There is little evidence supporting the efficiencies of such models and some concern they may pose anticompetitive threats.

This is the first comprehensive review of the scale and scope economies of physician practice in nearly two decades. The research results do not appear to have changed much; nor has much changed in physician practice organization.

In this study, the authors explore the boundaryless careers of faculty and adopt the intelligent career framework to examine success factors for academic careers.

The authors conducted a field study of 36 researchers in the management information systems field from 22 institutions in the US, Australia and Canada. The authors selected the participants representing four strata of researchers: luminaries (high expertise status and high citizenship behavior), experts (high expertise status but low leadership roles), statesmen (low expertise status but high leadership) and journeymen (low expertise status and low leadership). Data regarding the participants' experience of social relationships and social resources as well as entrepreneurial motivations were collected and analyzed.

Results show that faculty who “know-why”, “know-how”, and “know with whom” possess socially valued resources and are successful in advancing their careers. They establish high social status and exercise power within their networks to mobilize resources that promote their careers. On the other hand, faculty who fall short of these competencies impose social closure on themselves and do not strive to exploit resources available through their contacts. The study advances a number of theoretical propositions to guide future research on boundaryless intelligent careers.

Social relationships and social resources do not substitute individual competence, leadership and entrepreneurial motivations; individuals need to develop competence valued by their professional communities and exploit available opportunities and assume leadership roles in order to effectively establish instrumental relationships and mobilize social resources to achieve career advancement.

In this study, we attempt to extend career development research through an examination of the bidirectional relationship between know-why, know-how and know-who in academia.

Despite the considerable growth of information systems (IS) outsourcing in recent years, this trend is still the object of strong criticism. This study has as its aim to show the main risks computer outsourcing entails in the case of the largest Spanish firms.

In order to achieve that aim, reviews the previous literature on this topic and later analyses the results of a survey carried out using a questionnaire that was answered by 357 firms.

According to the firms under analysis, the main concern in relation to IS outsourcing is the excessive dependence on the provider this type of contract can generate. Nevertheless, some characteristics of firms (mainly their size) determine to some extent what risks are seen as the most relevant.

The conclusions suggest that total outsourcing can turn out to be a very dangerous strategy, mainly due to the dependence it creates. This is why IS managers should consider other alternatives such as having multiple providers or resorting to selective outsourcing.

This study explores the “Sell-in-May” effect in environmental, social and governance (ESG) indices and compares the seasonal effects in ESG equity indices with conventional equity indices.

The authors use ordinary least squares (OLS) models and M-estimation as a robustness check, as OLS estimates may be sensitive to outliers. The authors also employ bootstrap simulations to use the data efficiently and to test whether seasonal trading strategies can produce abnormal returns.

The regression results reveal that seasonal effects in USA ESG equity indices are similar to those in conventional equity indices. Higher returns are noticeable from November through April, mainly in ESG indices including small and medium capitalization stocks. When the authors extend the Sell-in-May strategy from October through April, the authors find that the seasonal effect is significant for multiple ESG indices, even after accounting for the January effect. Bootstrap simulations show that the Sell-in-May and Extended Sell-in-May strategies appear to beat a buy-and-hold strategy on a risk-adjusted basis and that this result is stronger in medium and small capitalization ESG indices.

Although previous research has considered the effectiveness of seasonal equity trading strategies and the general performance of ESG stocks, this is the first study to specifically examine the “Sell in May” effect in ESG indices. The authors also consider an “Extended” Sell-in-May strategy where stocks are purchased one month earlier and show that the strategy produces higher returns.

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.

Multinational corporations (MNCs) at their foreign subsidiaries hire local employees, whose cultural values may differ from the organisations' home cultures. Such value differences may pose managerial difficulties, making it critical to observe whether working at MNCs changes local employees' cultural values, reducing these differences. This study investigates how and to what extent local employees from a collectivistic culture acculturate their ethics-related values when working at MNCs' foreign subsidiaries. The authors examine (1) whether local employees change their values to become closer to the MNCs' home cultures, and if so, (2) whether the cultural distance between the MNCs' home and host national cultures affect the degree of such adaptation.

Survey data were collected through stratified random sampling from Thai employees of a Japanese-owned MNC (n = 196), a UK-owned MNC (n = 143) and a Thai-owned organisation (n = 137), all operating in Thailand. Hypotheses were developed using Berry's bidimensional acculturation model and were tested using OLS and logistic regression analyses.

The study's findings indicate that MNCs' local employees from collectivistic cultures adopt Berry's integration acculturation strategy and acculturate their ethics-related values – collectivism, ethical relativism, collective responsibility preference and executive pay differentiation tolerance – towards the values prevalent in MNCs' home cultures. Overall, acculturation is greater when cultural distance is greater. New insights are presented in relation to collective responsibility preference and pay differentiation tolerance.

Findings add to current knowledge on acculturation in management by (1) providing new insights into value acculturation (2) utilising Berry's acculturation model to analyse employees' acculturation within an organisation in the context of an emerging economy, outside the more frequently studied topic of mergers and acquisitions, and (3) investigating the impact of cultural distance on the degree of employee acculturation outside the field of expatriate adjustment.

The terms are not synonymous; their differences are mainly of function and areas of administration. Community Health is used in national health service law; environmental health to describe the residuum of health functions remaining with local authorities after the first NHS/Local Government reorganization of 1974. Previously, they were all embraced in the term public health, known for a century or more, with little attention to divisions and in the field of administration, all local authority between county and district councils. In the dichotomy created by the reorganization, the personal health services, including the ambulance service, may have dove‐tailed into the national health service, but for the remaining functions, there was a situation of unreality, which has persisted. It is difficult to know where community health and environmental health begin and end. From the outside, the unreality may be more apparent than real. The Royal Commission on the NHS in their Report of last year state that leaving environmental health services with local authorities “does not seem to have caused any problems”—and this, despite the disparity in status of the area health authority and the bottom tier, local councils.