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The main objective of this paper is to analyze how leadership unity (LU) within universities affects the innovativeness of faculty, with a focus on the potential moderating role of strategic sensitivity (SS).

The conceptual model of this research shows that SS and LU of the university impact the faculty's innovativeness. Meantime, the moderating effect of SS is assessed. A 49-item questionnaire was administered to 350 respondents who were managers and faculties of the university. The hierarchical regression technique was used for analyzing data and testing hypotheses.

The findings support both a curvilinear relationship based on a concave upward pattern and a linear relationship between LU in the university and the innovativeness of faculty. In addition, the university's SS positively influences the faculty's innovativeness. SS negatively moderates the curvilinear relationship between LU and faculty's innovativeness, i.e. the U-shaped effect exists only when the level of SS is high.

The results of this study shed new light on the relationships between LU and SS with innovativeness in the higher education landscape. It underlines the importance of SS as a moderator in the relationship between LU and innovativeness. This study was conducted in a developing country under sanctions with an Eastern culture, Iran. Thus, it is recommended that the conceptual framework of this study be tested in different countries with cultural diversity to generalize its findings.

Administrators of universities need to recognize that creating unity and cohesion among managers of various levels of the university is crucial. They should also be aware that responses to external changes can lead to new opportunities for the university. Embracing transformation within the organizational strategies of the university will have a significant influence on competition, politics, and internal operations.

This research contributes to the academic discussions on the importance of LU and SS and also the moderation effect of SS in driving and promoting innovativeness in among faculties by providing empirical evidence. The results present valuable insights for scholars, practitioners and policymakers seeking to understand innovativeness among faculties in the higher education setting.

Private philanthropy in China is an emerging element of civil society. This paper seeks to examine the role of productivity improvement in a private charity in the context of the relative roles of charities and private business in building a harmonious society. In addition, the paper aims to examine the philosophy of Capital Spirit proposed by Dr Lu Dezhi, founder of the Huamin Charity Foundation, as the basis for a Chinese model of private philanthropy.

This case study is based on an interview with Dr Lu Dezhi conducted in Beijing by the first author. The article is descriptive, but it also contains analysis of the approach described by Dr Lu in light of the World Confederation of Productivity Science model of SEE‐Productivity and previous history of efforts to shift management paradigms, e.g. quality management, etc.

Dr Lu provides a rational, systematic and philosophically grounded approach to creating and operating a private philanthropy in China. This model incorporates many of the key aspects of productivity science, including values‐based strategy, data‐based decision making, analysis and evaluation and continuous improvement. In a larger sense, Dr Lu outlines a philosophy that has the potential to shift the management paradigms of Chinese organizations to more sustainable practices.

The focus on productivity improvement in private philanthropy is a topic that is rarely discussed in the management literature. In addition, the approach taken to philanthropy by Dr Lu Dezhi and his philosophy of Capital Spirit as the basis for a “Chinese model” of philanthropy is unique. Finally, the discussion regarding the appropriate role of private sector businesses in an economy based on its stage of development is a unique contribution to the management literature. Contrasting this Chinese model with Western models provides a useful cultural contrast to examine this key question.

Outlines previous research on reasons for the many failures of US thrifts and loans during the 1980s, and suggests that crime played a larger part than is generally supposed. Explains the regulatory system set up to deal with failed thrift institutions and analyses all disposals made by the Resolution Trust Corporation between 1989 and 1995, including its referrals for criminal investigation. Shows for each year and in total the proportions disposed of by insured deposit transfers, pay‐outs and purchase and assumption contracts; the value of assets/liabilities involved; and the cost of resolution to the taxpayer. Goes on to show that the failed thrifts affected by criminal activity (almost half!) accounted for almost 80 per cent of total resolution costs and were more likely to be larger institutions. Contrasts these results with previous research, recognizes the limitations of the study and calls for further investigation.

Presents over sixty abstracts summarising the 1999 Employment Research Unit annual conference held at the University of Cardiff. Explores the multiple impacts of globalization on work and employment in contemporary organizations. Covers the human resource management implications of organizational responses to globalization. Examines the theoretical, methodological, empirical and comparative issues pertaining to competitiveness and the management of human resources, the impact of organisational strategies and international production on the workplace, the organization of labour markets, human resource development, cultural change in organisations, trade union responses, and trans‐national corporations. Cites many case studies showing how globalization has brought a lot of opportunities together with much change both to the employee and the employer. Considers the threats to existing cultures, structures and systems.

The purpose of this paper is to develop a theoretical model to investigate the determinants of continuance intention toward social networking sites (SNSs) by integrating the perspectives of the uses and gratifications theory, perceived interactivity and network externalities.

Data collected from 255 Facebook users in Taiwan were used to test the proposed model. The partial least squares method was used to test the measurement model and the structural model.

The findings reveal that emotional gratifications and social gratifications are the key predictors of users’ continuance intention toward SNSs. Further, the results indicate that perceived network size, perceived complementarity, machine interactivity and person interactivity influence information gratifications significantly, while perceived complementarity, machine interactivity and person interactivity exert positive effects on emotional gratifications. Finally, the results show that machine interactivity and person interactivity impact social gratifications positively, whereas perceived network size and perceived complementarity affect machine interactivity and person interactivity significantly.

This study is one of the earliest research inquiries to examine the effects of various types of gratifications on continuance intention. It is also one of the earliest studies to identify the antecedents of gratifications from social factors and technological attributes simultaneously.

Gives an in depth view of the strategies pursued by the world’s leading chief executive officers in an attempt to provide guidance to new chief executives of today. Considers the marketing strategies employed, together with the organizational structures used and looks at the universal concepts that can be applied to any product. Uses anecdotal evidence to formulate a number of theories which can be used to compare your company with the best in the world. Presents initial survival strategies and then looks at ways companies can broaden their boundaries through manipulation and choice. Covers a huge variety of case studies and examples together with a substantial question and answer section.

Man has been seeking an ideal existence for a very long time. In this existence, justice, love, and peace are no longer words, but actual experiences. How ever, with the American preemptive invasion and occupation of Afghanistan and Iraq and the subsequent prisoner abuse, such an existence seems to be farther and farther away from reality. The purpose of this work is to stop this dangerous trend by promoting justice, love, and peace through a change of the paradigm that is inconsistent with justice, love, and peace. The strong paradigm that created the strong nation like the U.S. and the strong man like George W. Bush have been the culprit, rather than the contributor, of the above three universal ideals. Thus, rather than justice, love, and peace, the strong paradigm resulted in in justice, hatred, and violence. In order to remove these three and related evils, what the world needs in the beginning of the third millenium is the weak paradigm. Through the acceptance of the latter paradigm, the golden mean or middle paradigm can be formulated, which is a synergy of the weak and the strong paradigm. In order to understand properly the meaning of these paradigms, however, some digression appears necessary.

This chapter targets the learning of middle leaders working in the rapidly expanding international school sector in the Asia-Pacific Region. It draws on three externally commissioned impact studies of Leading Upstream (LU) – a purpose-designed 12-month part-time, leader learning program. The program runs in Hong Kong for middle leaders from 20 primary and secondary schools that make up a semigovernment education system. The main aim of the program was to scale up individual, team, and school capacity through a structured learning network design. Since 2005/2006, the program has completed four cohorts. The authors present an analysis of the impact of a connected series of the same program to draw insights that may inform program development for middle leaders. The heart of the chapter focuses on the authors’ attempts to synthesize the outcomes of the three impact studies. Data patterns from across the studies were analyzed to identify common patterns. Patterns determined were divided into personal, team/school, and system impact. Among the former is ‘increased confidence in self as leader” and the later the fragility of even moderately broad networks when learning hits the realities of school.