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The literature discusses “internal balance” and “external balance” (hereafter labelled IB and XB respectively) as if they are clearly defined concepts. If an economy is to achieve IB or XB or both then it must know what it is trying to achieve! In addition, this begs the question of precisely who it is that is achieving the stated objectives. Is it the government? Is it some decentralised decision unit, like the Treasury or the Bank of England? Furthermore what has been said so far presupposes that IB and XB are definitely objectives rather than constrainsts. If we suppose for the moment that XB means balance of payments equilibrium (yet to be defined), then some would argue that this is not an objective but rather a constraint. We shall not enter this debate here and treat XB as an objective.

Scholars increasingly recognize the centrality of legal ideas and language to the political vision that inspires American conservatism. However, relevant studies have been limited to the discursive practices that motivate conservative activism at the grass-root level. Exploration of the legal discourses employed by prominent public officials thus carries significant scholarly potential. For example, this chapter's investigation of President Ronald Reagan reveals that his political vision was suffused with legal discourse. Reagan's legal discourse, moreover, has exerted constitutive effects both on American conservatism and on the form and substance of a great deal of contemporary American public policy.

THIS very broad subject may be divided into two main sections:

This paper aims to look at some classic business leader communications to assess which ones succeed and which ones fail to meet that standard. From Teddy Roosevelt to Ronald Reagan, from Churchill to Lady Thatcher, we have grown used to the idea that the words of our leaders in times of crisis can change history. Is this also true of business leaders? Can their words transform companies?

The paper looks at specific leadership communications examples from IBM, Nokia, Starbucks, as well as McKinsey research, to try to tease out the elements of successful leadership communications in company transformations.

What we found is that successful leadership communications in culture transformations share four principal characteristics: they are authentic to the personality of the leader; they are not one-time communications, but the beginnings of a cascade; they are personally relevant to each individual employee; and they are quickly followed by visible actions springing from the strategic direction set by the leader’s communications.

As a subjective review of a limited number of cases, the elements selected are potentially vulnerable to counter-examples.

The four characteristics of leadership communications isolated in the research can be applied by any corporate leader or communications team to create effective communications in the context of culture transformation.

To the extent that corporate leaders adopt these principles, their communications will be more credible to external stakeholders and, by extension, enhance the reputation of business leaders as a whole.

While this subject has been studied by others, the four principles for successful leadership communications have not been articulated in this way before to the best of the author’s knowledge.

IT is difficult to imagine the world of Work Study without the urbane ubiquity of Russell Currie, whose death on 28 August we deeply regret to record. Although he had been officially in retirement for a year or two his presence was immanent in any important gathering of those who had so long looked to him for the leadership that was always forthcoming. We can fittingly borrow an epigram he coined at the London Congress in 1963 as apt at this time. ‘The sun shone to greet your arrival; the skies weep for your departure.’

Most years, several AIB members are elected as AIB Fellows on account of their excellent international business scholarship, and/or past service as AIB President or Executive Secretary. The Fellows are in charge of electing Eminent Scholars as well as the International Executive and International Educator (formerly, Dean) of the Year, who often provide the focus for Plenary Sessions at AIB Conferences. Their history since 1975 covers over half of the span of the AIB and reflects many issues that dominated that period in terms of research themes, progresses and problems, the internationalization of business education and the role of international business in society and around the globe. Like other organizations, the Fellows Group had their ups and downs, successes and failures – and some fun too!

DURING some comments on the brain drain last month it was remarked that work study technologists stood on the periphery. Suddenly they have been moved right to the centre as the result of a communication from Dr. Robert N. Lehrer. He is among the six American work study experts best known to the profession in this country, ranking with Barnes and Mundel as having contributed much to a right appreciation of the subject's value and its techniques.

LAST month we commented on a recent report, “Measurement of Productivity—Work Study Application and Training”, issued by the Joint Committee of the Institute of Cost and Works Accountants and the Institute of Production Engineers. Since then we have had the opportunity of making a closer study of the Report and feel that some of the recommendations are of such importance that they are worthy of further comment.

The idea of leader as host came to me very suddenly on 16 February 2003, during a seminar by Matthias Varga von Kibéd and Insa Sparrer. It seems to me that the metaphor of leader as host offers a view on leadership that is at once rooted in millennia of practice and at the same time is something new and timely.Such metaphors are very important in my view ‐ they offer a rich and broad set of ideas about leadership in a way that allows interpretation into many different real‐life situations. Rather than a prescription, such metaphors offer us a way to engage with often difficult situations and quickly alter our thinking to come from another place. Building on the existing ideas of heroic and servant leadership, I hope you will find inspiration of a very practical kind in the metaphor and practice of the host.

Field emergence poses an intriguing problem for institutional theorists. New issue fields often arise at the intersection of different sectors, amidst extant structures of meanings and actors. Such nascent fields are fragmented and lack clear guides for action; making it unclear how they ever coalesce. The authors propose that provisional social structures provide actors with macrosocial presuppositions that shape ongoing field-configuration; bootstrapping the field. The authors explore this empirically in the context of social impact investing in the UK, 2000–2013, a period in which this field moved from clear fragmentation to relative alignment. The authors combine different computational text analysis methods, and data from an extensive field-level study, to uncover meaningful patterns of interaction and structuration. Our results show that across various periods, different types of actors were linked together in discourse through “actor–meaning couplets.” These emergent couplings of actors and meanings provided actors with social cues, or macrofoundations, which guided their local activities. The authors thus theorize a recursive, co-constitutive process: as punctuated moments of interaction generate provisional structures of actor–meaning couplets, which then cue actors as they navigate and constitute the emerging field. Our model re-energizes the core tenets of new structuralism and contributes to current debates about institutional emergence and change.