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Much, if not most, of formal management education and development seems to have concentrated on ‘teaching’ managers or potential managers the theories and techniques assumed to be necessary for them to fulfill their roles effectively. Often the decisions as to what theories or techniques are necessary are made not by the managers themselves but by the teachers and trainers. In contrast to this situation there is a frequent assertion by many practising managers that one of the most important aspects of their jobs is personal judgement based, not on management theory, but on their own past experience. In other words there is to some extent a mis‐match between the practice of management education and much of management practice. It is to this mismatch that the Management Learning Project addresses itself.

The purpose of this paper is to explore the role played by leadership in divestment decision making and indeed during the corporate restructuring phase for retail organisations. In doing so, the paper aims to contribute to a growing body of research that seeks to develop understanding of the factors leading to retail divestment and the nature of corporate response to divestment.

A multiple case approach is utilised. The cases are selected from a database of international retail divestment activity over a longitudinal period.

The paper demonstrates that divestment can be a response to “failure”, however, support is also provided for the assertion that divestment can be a strategic decision to devote resources more efficiently elsewhere, either at home or abroad. A key finding is the role of leadership and managerial stability in relation to divestment and restructuring at home and abroad.

The themes presented in this paper are developed from observational data. The validity of the themes should be examined further through in‐depth, qualitative case studies of divestment activity. Future research could examine the role of new CEOs both in relation to the divestment itself and during the process of restructuring following divestment.

The role of leadership and managerial stability in divestment and corporate restructuring processes are highlighted. Insights are provided into the organisational response to divestment actions and the implications for further international strategies.

Academic debate on divestment has highlighted a wide range of reasons that lead to retailers divesting international operations and the strategic value of divestment. This paper adds to existing knowledge by examining the role of leadership within the divestment process.

In this interview, Tom McManus and Dr Harold Lazarus explore transparency as both an approach and an outcome in the management of organizations, and the relation of transparency to corporate strategy. The interview aims to offer context and perspective on transparency.

Utilizing the format of an interview, the reader is introduced to transparency in general and as a management principle.

As the global economy continues to become a reality, as large corporations continue to get bigger and more multinational, as information technology continues to advance, there is going to be a lot of stakeholder dispute around issues related to transparency in the coming years. Stakeholders such as customers, shareholders, and voters are holding management accountable. Information matters, and stakeholders have access to an unprecedented quantity and quality of information. Practical application of transparency is not simple, and many qualified and interesting people are developing the field.

Transparency is often talked about as a remedy for corruption and criminality. This interview explores a component of transparency that has not received the same attention – transparency as a principle in management.

The ethnographic data obtained from in‐depth evaluations carried out in three leading European business schools were used to study women′s experience of management education. There were several structural differences between the three programmes, one of which was the number of women present. For example, one was an all‐male programme; the second was predominantly attended by males and the third programme had equal numbers of males and females. The findings precipitated the development of a model which suggests that only when equal numbers of women and men attend programmes for management development will women (and men?) feel able to express their authenticity in these settings.

Undoubtedly the most publicised art event during recent months was the long‐awaited opening of the much‐debated extension to the National Gallery. Even when completed the Sainsbury Wing (named, of course, after the trio of grocers who donated the money for its erection) continued to generate controversy in architectural circles. To the uninvolved visitor the building seems to be enormously successful and the suspicion arises that a lot of adverse comments may have come from British architects disappointed that such a prestigious commission went to an American architect. But Robert Venturi and his principal partner, Denise Scott‐Brown, have cracked what had hitherto been seen as an insoluble problem, with style and vigour. Indeed, thanks to Prince Charles' notorious “carbuncle” intervention the National Gallery has now an extension of a quality not achievable (for a number of economic and aesthetic reasons) since the 1930s. This point is clearly emphasised by the illustrations of the structures previously proposed for the site reproduced in Colin Amery's A Celebration of Art and Architecture: The National Gallery Sainsbury Wing (ISBN 0 9476465 86 1, hardback, £40.00; ISBN 0 947645 87 X, paperback, £15.95). This includes not only a succinct history of the National Gallery and a survey of the various previous proposals for an extension, but also a section on “Construction Details” illustrated by some excellent paintings of work in progress, by Andrew Norris. Some of the paintings around which the Wing was designed are in Amery's book, but more are to be found in Michael Wilson's Guide to the Sainsbury Wing (ISBN 0 947645 94 2, paperback, £4.95). This takes the form of tours around the building and around the contents. These include a very large and elegant shop which has led to the immediate removal of the “temporary” shop from its previous dominating position within the National Gallery; a restaurant which allows the public a view of Trafalgar Square similar to that hitherto only available to users of the library in Canada House; and the Micro Gallery (sponsored by American Express) which brings the very latest touch‐screen computer technology right out to the public. With software developed by Cognitive Applications and editorial material generated by 21st Century Systems, this enables any visitor to search the whole of the National Gallery's catalogue and compile their own study notes. The system even has a facility for the display of explanations of “difficult” words used in the descriptions of the 2,000 painting involved, and, at print‐out time, there is even an explanation for the reasons why copyright restrictions prevent the reproduction of certain pictures. No wonder this facility has proved to be an immensely popular aspect of a building which already looks as though it has always been there.

Four main types of learning pattern are identified: solo problem solving, collaboration, modelling and other participant observation, and the skills involved in coping with each are suggested. The issues of distress and joy in learning, and how distress can be reduced and joy enhanced, are examined.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.