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Maintenance represents a significant proportion of the overall operating costs in the mining industry. Despite the large cost of maintenance, management has only given passing attention to the optimization of the maintenance process. The focus has remained on the optimization of mine planning and operations where all the low hanging fruit was picked years ago. Recent initiatives in the field of mobile equipment maintenance have been in the area of remote condition monitoring. In order for an advanced maintenance technology to succeed it must have a strong philosophical basis and the supporting hardware and software infrastructure. A high bandwidth radio network, reliable interfaces, and a real‐time maintenance management system will enable remote condition monitoring systems. Explores reliability centered maintenance, remote condition monitoring, and the use of production and maintenance data for real‐time interactive maintenance management.

Executives universally pontificate on the need for new ideas and the virtues of risk taking. It is in the shareholders' interest for managers to take calculated risks when opportunities present themselves. Risk taking is the first and most essential step in all human progress. But how many companies actually encourage that sentiment or support it with incentives? Risk taking may be verbally encouraged, but in most firms the burden of risk is borne by individual employees, who cannot afford to bear it, and not by the organization, which can. And so many opportunities are left on the table.

Early paradox research in organization theory contained a remarkable breadth of inspirations from outside disciplines. We wanted to know more about where early scholarship found inspiration to create what has since become paradox theory. To shed light on this, we engaged seminal paradox scholars in conversations: asking about their past experiences drawing from outside disciplines and their views on the future of paradox theory. These conversations surfaced several themes of past and future inspirations: (1) understanding complex phenomena; (2) drawing from related disciplines; (3) combining interdisciplinary insights; and (4) bridging discourses in organization theory. We end the piece with suggestions for future paradox research inspired by these conversations.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

This article provides a detailed investigation of how Lewis revisited classical and Marxian concepts such as productive/unproductive labor, economic surplus, subsistence wages, reserve army, and capital accumulation in his investigation of economic development. The Lewis 1954 development model is compared to other models advanced at the time by Harrod, Domar, Swan, Kaldor, Solow, von Neumann, Nurkse, Rosenstein-Rodan, Myint, and others. Lewis applied the notion of economic duality to open and closed economies.

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).

This paper examines the role of managerial curiosity as a critical factor in determining the future impact of disruptive information technologies in a global organization. Specifically, this paper presents curiosity as a managerial characteristic that plays an important role in identifying disruptive information technologies and facilitating their early adoption. Further, it uses resource‐based theory as a theoretical lens to illustrate how managerial curiosity can be a source of sustained competitive advantage. Finally, it examines the individual decision styles that are best suited in assessing disruptive information technologies.

This case study can be used in graduate- and executive-level.

This case study can be used in entrepreneurship, leadership, crisis management, business succession, organizational behaviour and business expansion.

In 2020, the EtonHouse International Education Group (EtonHouse) celebrated its 25th anniversary. Under the leadership of Ng Gim Choo, founder and managing director, EtonHouse has become a renowned education provider noted for its well-designed inquiry-based curriculum. Since its initial expansion in Singapore, the institution has spread across the world. Throughout its history, EtonHouse has faced many crises. However, employing paradoxical leadership, Ng Gim Choo has managed to accommodate conflicting demands and guide EtonHouse away from adversity. In early 2020, the coronavirus pandemic (COVID-19) posed an unprecedented challenge to EtonHouse. In addition to developing business strategies in response to COVID-19, Ng Gim Choo has been considering whether the time is ripe to hand over the reins to Ng Yi Xian, her son and EtonHouse successor.

By presenting the dilemma of business succession in crises, the case study facilitates in-depth discussion of several issues related to family business succession, succession planning and crisis management. Students will be able to explore the following issues: 1. The concept and implications of paradoxical leadership and its application in business decisions. 2. How to lead during crises. 3. The tension between succession plans and crisis management. 4. The characteristics and implications of woman entrepreneurship.

CSS 3: Entrepreneurship.