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This study empirically examined the antecedents of verbal and physical assaults on managers perpetrated by subordinate employees. A model was presented and hypotheses developed that were tested with data obtained through the content analysis of published arbitration decisions. The findings indicated that such assaults were more likely to be verbal than physical, preceded by aversive treatment, and targeted at managers directly involved in the negative outcomes. Additionally, the severity of the incident varied across the different types of triggering events. Individuals who had been aggressive in the past but had not been disciplined were more likely to subsequently engage in physical than verbal assaults. The implications of these findings for future research and organizational practices were also discussed.

Set in September 1992, this exercise provides teams of students the opportunity to negotiate terms of a merger between AT&T and McCaw Cellular. AT&T, one of the largest U.S. corporations, was the dominant competitor in long-distance telephone communications in the United States. McCaw was the largest competitor in the rapidly growing cellular-telephone communications industry. Prior to the negotiations, AT&T had no position in cellular communications. This case and its companion (F-1143) are designed to allow students to be assigned roles to play. The case may pursue some or all of the following teaching objectives: exercising valuation skills, practicing strategic analysis, exercising bargaining skills, and illustrating practical aspects of mergers and acquisitions.

In a lecture before the National Industrial Conference Board, New York, on 29th October, 1953, Sir Christopher Hinton—then Deputy Controller of Atomic Energy (Production), now Managing Director, U.K. Atomic Energy Authority, Industrial Group—told his audience: ‘We hope that in a few years' time we may be able, after successful pilot operation, to encourage industry to build thermal reactors … for large‐scale power production’. In February, 1955, H.M. Government issued a White Paper A programme of nuclear power (Cmd. 9389) in which Sir Christopher's early hopes became official policy, in the following terms: ‘The [nuclear power] stations will be built in the normal way by private industry for the Electricity Authorities, who will own and operate them’ (para. 23). The Industrial Group's first prototype thermal reactors are nearing completion already at Calder Hall, near Sellafield, Cumberland. Representatives from four large industrial consortiums, after receiving intensive training courses in reactor technology, have now returned from the U.K.A.E.A. to their firms to set up design departments for development of the basic Calder prototype. The first two of these privately built power stations are expected to begin construction in 1957.

The Oxford English Dictionary (hereafter referred to as the OED) is one of the most well‐known and respected reference works in the world. Its imposing bulk has even led some people to believe incorrectly that it actually lists every word in the English language. Of course, a good number of words were omitted from the distinguished dictionary because they were considered vulgar or because they were American words, categories that were actually somewhat synonymous to certain less tolerant Englishmen of the late nineteenth century.

This paper examines strategies to meet the communication challenge of change brought on through planned transitions, by the stress of a crisis, or as a result of the social transformation in work and the nature of work. It explores the cycles of change to create a foundation for understanding the communication of change to individual people in an organisation. It examines the impact of reengineering as a change vehicle, the role of trust in reengineering, and some reasons reengineering appears to have shortcomings for individuals coping with change. A reengineering case study is also presented. Successful communication of change demonstrates an understanding of the cycle of change, the importance of trust in the communication process, the essential personal nature of change, the necessity for continuous face‐to‐face communication, and a recognition that current global changes are symptoms of a shift in the human condition.

The history of simulated warfare is nearly as old as warfare itself, dating back at least 5000 years to the Chinese war game known as Wei-Hai. Also the game we now know as chess evolved from a war game originally played in India as early as 500AD (see also Smith, 1998). Throughout military history, the art of warfare has been trained and practiced through the use of artificial tabletop landscapes, miniaturized soldiers, and tactical and strategic gaming rules designed to challenge the minds of military leaders.

What are “Strategic Alliances”? Are they different from joint ventures? Professor Edward B. Roberts of M.I.T. defines them as direct co‐investments by two or more companies pooling complementary resources to achieve common goals in an arrangement that is less than a full merger or acquisition. These co‐investors are motivated by a desire to share risks and resources, gain a window on technology, obtain synergies (marketing, technological, or operational), and/or gain credibility. However, strategic alliances are not easily maintained—they require substantial commitment and mutual trust, Professor Roberts told the Business Week conference audience. Unfortunately, co‐investors are often caught in a tug‐of‐war of mismatched organizational cultures and management styles as well as a differing sense of urgency. Over time, objectives may diverge, interest may subside, or the unit's loss of autonomy may become a problem.

“Snouts in the trough” is a common tabloid newspaper reaction to news that yet another company boss has gained an enormous pay increase at a time when the firm has laid off large numbers of employees, imposed ever‐greater workloads on those who remain and given them little or nothing by way of a wage increase. No wonder ordinary employees increasingly feel disfranchised, discouraged and angry. Discusses the following issues: How much commitment can a company realistically expect from rank‐and‐file workers who believe themselves to have been so cheated? Why has this situation arisen? And what can be done to right the wrongs?