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The late 1970s saw a significant change in the management of human resources in organizations. Many new programs have been introduced in such areas as career counselling and placement, employee training and development, job redesign, and alternative work schedules. As the programs are becoming more sophisticated and pervasive throughout organizations, executive involvement in such programs is increasing. Executives must be able to develop and monitor programs which strengthen the fit between employees' needs and those of their organization.

Aims to assess whether a university can become a true learning organization.

Focuses on the need for, and challenges of, transforming universities into true learning organizations.

Observes that few of the underlying values that serve as the underpinnings of the learning organizations are actually honored in universities.

Offers some possible avenues to help transform universities toward becoming learning organizations.

In every country, specific cultures exist. In comparison most businesses have a variety of different cultures because there are different people working within the company. People with the same religion, language, beliefs and values share a culture. This, in turn, is shared with all types of people in the same cultural system. Here the author examines the art of managing people who are from different cultures, taking into account their different set of values, traditions, and ways of achieving various goals. It exposes some of the problems inherent in the host (local) country where a home (parent company) manager refuses or is incapable of internalizing the local culture in which the expatriate operates. Business tactics are enforced and implemented differently depending on the culture the decision‐maker is from. Therefore, one should always think globally and act locally.

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 study analyses interviews with Spanish students and American and British faculty in an MBA program in Spain. Predictions about cultural differences were derived from Hofstede's (1980a) study of cultural values. Cultural differences were expected primarily on dimensions of uncertainty avoidance and masculinity‐femininity. Different processes of acculturation were expected for students and for faculty, and the language of instruction (English) was expected to place an additional burden on students. Interviews showed the utility of Hofstede's concepts for understanding classroom interaction, especially pertaining to aspects of the masculinity‐femininity dimension and to the role of language. Relatively few differences were associated with the dimension of uncertainly avoidance. Also, acculturation appeared to proceed only through the early stages of cultural adaptation for students and for faculty. The discussion leads to recommendations for both longitudinal and comparative studies for understanding the role of culture in education.

Until now there has been little attention paid to the emotional costs of innovation failures, and in particular, how prior innovation failures hinder subsequent new, related innovation. The saga of Sun Microsystems' Sun Ray computer illustrates the devastating impact of institutional innovation failure trauma. This paper aims to investigate its development.

The authors trace the development of Sun Microsystem's Sun Ray offering, which replaced its failed JavaStation product. As it was launched, the Sun Ray endeavor encountered the classic “innovator's dilemma” problems that are well known to those who attempt to champion disruptive innovations.

But despite its many strong competitive advantages, the Sun Ray computer has unsuccessfully struggled to catch hold with customers. To a large degree the causes are Sun Microsystems' inability to learn from its earlier innovative JavaStation failure and to recover from the trauma of that failure.

To understand Sun Ray's story, the authors interviewed nearly 40 key people and compiled nearly 300 documents, from internal memos to market analyses to press releases to meeting minutes.

Companies can develop proactive management practices to prevent major trauma and consequent innovation paralysis. Six ways to do so are offered.

This is a study of a radical innovation that could have changed computing history. But Sun Ray, Sun's computing innovation was too closely associated with an earlier, highly traumatic and publicized failure of JavaStation and never really got a chance to prove its mettle. Overcoming such innovation trauma is a critical but underappreciated aspect of innovation management in companies such as Sun Microsystems that depend on continuous innovation for their competitiveness.