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Professor Shackle has long maintained both the originality of the liquidity preference theory of interest rates and its paramount importance for macroeconomics. He has argued, for example, that:

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.

Considers the treatment of openness and imperfect competition in the influential analysis of Layard, Nickell and Jackman′s (LNJ′s) Unemployment: Macroeconomic Performance and the Labour Market. Clarifies and completes LNJ′s treatment of openness through the provision of explicit analytical solutions to their model under fixed and flexible exchange rate regimes. Also provides a (largely informal) analysis of the sensitivity of the LNJ model′s results to the particular forms of imperfect competition assumed. It is argued that openness is crucial to the model′s properties, whereas imperfect competition is not. However, imperfect competitive behaviour may, more generally, have a major impact if it is not confined to the “well‐behaved form” allowed by LNJ.

This study attempts to provide a systematic theoretical analysis of the portfolio selection approach to the determination of inter‐regional and international capital flows, and to identify the implications of this analysis for the appropriate specification of short‐run econometric models of the foreign exchange market.

The purpose of this paper is to advance that a significant part of McGregor's legacy was from considering human behavior as important to organizational life and management, and to step outside thinking of the time to incorporate social science research and thinking. While others have followed his lead, the idea of looking beyond those fields for useful frameworks for additional insights – as he did by incorporating psychology – has been largely overlooked. This paper seeks to propose such an approach as adding to the breadth and depth of organizational/managerial understanding.

There is no methodology, per se, other than reading. The approach is to trace highlights of McGregor's thinking, influences on him and by him, and to introduce fields of thought that can further those aims of better informing the “human” side.

Spiral dynamics (SDi) and finite and infinite games provide well developed frameworks for better understanding “human” aspects of organized behavior both socially, and in the management and research of organizational behavior. Considering them is also in line with McGregor's legacy of stepping outside traditional management theory to inform his thinking and arguments.

There has not been research on Finite dynamics, but there is documentation of work done with SDi. The implications of each include better understanding of culture components of organized behavior, especially in a global environment, comparing results of already occurring phenomena (e.g. mergers) in light of the ideas proposed. A key limitation is creating and using further operational measures for some studies.

The practical implications are significant in terms of offering new ways to better analyze, understand, and act on socially (“human“) based factors that address issues within and across cultures. These include guidelines for balancing interests of corporations with national/global economies, post merger behavior, identifying other factors that affect issues of loyalty, commitment, motivation, alignment, etc. as issues of cultural diversity in organizations (especially global ones).

The first implication is that it takes recognition of dynamics advanced by both approaches for them to have conscious impact. They already conform to events known to have happened. SDi was used repeatedly to improve societal harmony by Mandela in post‐Aparheidt South Africa. Finite and […] poses hyotheses and distinctions about factors that help explain recent global economic meltdown, and ways to prevent future occurrence. While “business” in nature, the social implications are vast.

The originality here lies primarily in thinking outside the boxes that have emulated, evaluated, or expanded on the central thrust of McGregor's thinking. Other than placing finite and infinite games in a management/organizational context, and suggesting some questions for research and practice, the only other original thought was to consider the “meta” legacy of McGregor's example of going outside management thinking to inform what he believed to be valid, rather than stay strictly within the domains of social science and traditional management thinking. All this, of course, in the pursuit of advancing his concern for the human side of enterprise.

This paper is dedicated to the 50th anniversary of Douglas McGregor's The Human Side of Enterprise. The paper identifies major management approaches cited by McGregor as being examples of his Theory Y management principles. The paper traces the historical development of each of these approaches and their application today. The paper also addresses two major contemporary issues, namely, the relation of Theory Y management to today's positive change theories based on social construction, and the question of the universal/global applicability of Theory Y.

This paper reviews McGregor's original article, then traces the historical development and application of McGregor's major concepts through the identification and review of relevant historical and contemporary literature.

Major findings provide strong evidence that McGregor's Theory Y concepts and related management approaches have grown in application, are closely related to appreciative inquiry and social construction. There is also evidence that McGregor's concept of management may be universal and has application across national cultural boundaries.

The findings indicate that McGregor's concepts have widespread acceptance and application today, and have been systematically and empirically related to organizational success and effectiveness. More important, however, are the enormous implications related to the growing body of empirical evidence that these concepts have universal application considering the continued movement toward globalization.

Although well known, McGregor's Theory Y management has received little systematic efforts at identifying its historical growth and contemporary applications, particularly in terms of contemporary issues relating it to appreciative inquiry, social construction and universal applicability.

Explores the relationship between new trends in management thought (e.g. corporate culture, the Excellence literature) and postmodernist ideas. Argues that a central theme of postmodernism is the de‐differentiation of the spheres of economy and culture. Suggests that this theme is present in new management philosophies that celebrate the virtues of play, flexibility and indeterminacy. But that this celebration is partial and instrumental as, paradoxically, it is intended to extend the life of modernist institutions.

Using the backdrop of an (apparently) extended visit to the West Indies, analogies with key concerns of internal audit are drawn. An unusual and refreshing way of exploring the main themes ‐ a discussion between Bill and Jack on tour in the islands ‐ forms the debate. Explores the concepts of control, necessary procedures, fraud and corruption, supporting systems, creativity and chaos, and building a corporate control facility.

Using the backdrop of an (apparently) extended visit to the West Indies, analogies with key concerns of internal audit are drawn. An unusual and refreshing way of exploring the main themes ‐ a discussion between Bill and Jack on tour in the islands ‐ forms the debate. Explores the concepts of control, necessary procedures, fraud and corruption, supporting systems, creativity and chaos, and building a corporate control facility.