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The purpose of this paper is to consider how simulations are increasingly used in training programs for the development of skills such as leadership. However, the requirements of leadership development go beyond the development of task specific procedural knowledge or expertise that simulations have typically been used to develop. Leadership requires flexibility in the application of knowledge developed through simulations and the creation of linkages to behavioral execution skills needed to utilize that knowledge effectively in real world settings.

The successful acquisition of flexible expertise and the related execution skills requires instructional techniques that manage cognitive load, delay automatization of responses, and provide diversity in simulated experiences to ensure richness of the mental models developed while working on simulations. The successful transfer of that knowledge to real world settings requires supplemental instructional techniques that link the use of the mental models developed on simulations to the contexts and behavioral requirements of the trainees' roles in real world settings.

If simulations are going to be used effectively for the development of dynamic skills such as leadership there is a need to go beyond their traditional use. The execution of leadership skills requires flexible expertise. The successful acquisition of rich schemata and versatile mental models as the goal of leadership development programs calls for instructional techniques that also facilitate the successful manifestation of flexible expertise.

The paper shows that, when embedded in deliberative processing, application of knowledge developed though simulations and the creation of linkages to behavioral execution skills facilitates successful performance in complex and dynamic real world challenges.

From 1953 to 1961, the South Korean economy grew slowly; the average per capita GNP growth was a mere percent, amounting to less than $100 in 1961. Few people, therefore, look for the sources of later dynamism in this period. As Kyung Cho Chung (1956:225) wrote in the mid‐1950s: “[South Korea] faces grave economic difficulties. The limitations imposed by the Japanese have been succeeded by the division of the country, the general destruction incurred by the Korean War, and the attendant dislocation of the population, which has further disorganized the economy” (see also McCune 1956:191–192). T.R. Fehrenbach (1963:37), in his widely read book on the Korean War, prognosticated: “By themselves, the two halves [of Korea] might possibly build a viable economy by the year 2000, certainly not sooner.”

This paper discusses the lives and contributions of five key members of the Management History Division: Arthur G. Bedeian; Alfred A. Bolton; James C. Worthy (now deceased); Charles D. Wrege; and Daniel A. Wren. Each has proved himself a teacher and intellectual leader in matters of fundamental concern to management history.

Scanning both the academic and popular business literature of the last 40 years puzzles the alert reader. The variety of prescriptions of how to be successful (effective, performing, etc.) 1 Organizational performance, organizational success and organizational effectiveness will be used interchangeably throughout this paper.1 in business is hardly comprehensible: “Being close to the customer,” Total Quality Management, corporate social responsibility, shareholder value maximization, efficient consumer response, management reward systems or employee involvement programs are but a few of the slogans introduced as means to increase organizational effectiveness. Management scholars have made little effort to integrate the various performance-enhancing strategies or to assess them in an orderly manner.

This study classifies organizational strategies by the importance each strategy attaches to different constituencies in the firm’s environment. A number of researchers divide an organization’s environment into various constituency groups and argue that these groups constitute – as providers and recipients of resources – the basis for organizational survival and well-being. Some theoretical schools argue for the foremost importance of responsiveness to certain constituencies while stakeholder theory calls for a – situation-contingent – balance in these responsiveness levels. Given that maximum responsiveness levels to different groups may be limited by an organization’s resource endowment or even counterbalanced, the need exists for a concurrent assessment of these competing claims by jointly evaluating the effect of the respective behaviors towards constituencies on performance. Thus, this study investigates the competing merits of implementing alternative business philosophies (e.g. balanced versus focused responsiveness to constituencies). Such a concurrent assessment provides a “critical test” of multiple, opposing theories rather than testing the merits of one theory (Carlsmith, Ellsworth & Aronson, 1976).

In the high tolerance level applied for this study (be among the top 80% of the industry) only a handful of organizations managed to sustain such a balanced strategy over the whole observation period. Continuously monitoring stakeholder demands and crafting suitable responsiveness strategies must therefore be a focus of successful business strategies. While such behavior may not be a sufficient explanation for organizational success, it certainly is a necessary one.

In the 1970s and early 1980s several studies recommended using a framework based on a 1977 Hulbert and Toy model for analyzing marketing variances. Proposes adaptation of the model to control the processes of sales planning and sales performance, not the performance of individuals as originally advocated ten to 15 years ago. Emphasizes process improvement, rather than people measurement, consistent with the current quality movement that so many firms have embraced. Implementation of the Hulbert and Toy model requires generation of a revised plan. By comparing the original plan, the revised plan, and actual results, management can identify where improvements in the planning processes may be achieved. The objective is to reduce variation between actual and planned sales. Suggests that reduced planning variances yield a higher quality plan and a more harmonious operation.

The Nature of Business Policy Business policy — or general management — is concerned with the following six major functions:

The purpose of this study is to better understand the origins of modern corporate social responsibility. The paper seeks to examine some factors that enabled the new industrial corporation to expand its role in society.

Using institutional theory, this paper describes how some of the institutional characteristics of the modern corporation itself provided some opportunities or challenges in terms of gaining social legitimacy.

The institutional features of the corporation, its technology and management created new demands on the corporation by society. These in turn led to the development of such concepts of corporate social responsibility as: public relations, service, trusteeship, and public welfare.

Future research on social legitimacy should focus on demands placed by the institutional characteristics of new organizations. Other research might include comparative studies of corporate legitimacy in Europe or Asia or an examination of the evolving role of managers from the role of welfare capitalist to trusteeship.

Institutions that adapt to changing demands have the best chance to survive. Firms that adopt new social activities are likely to have to sustain them in the long run.

This study is the first to argue that the features of the modern corporation itself stimulated some of the social activities it undertook. Contributions of scientific management scholars to the shaping of the emerging corporate role are also noted.

Increased attention to improve patient safety in healthcare has challenged healthcare managers to consider innovative approaches to meet this need. Organizational development (OD) programs have been used in both health services and other industries to address organizational training and development requirements, and can provide focused, timely, and effective education and training to a broad spectrum of program participants. In healthcare organizations, OD programs can serve an important institutional function by providing a framework through which patient safety can be emphasized as an organizational priority, and patient safety training can be delivered as part of OD efforts. In addition, organizations committed to creating a patient-focused safety culture can use OD initiatives strategically to support organizational culture change efforts. This chapter describes different approaches to including patient safety in an OD framework, drawing from both management theory and practice. Findings from three extensive qualitative studies of leadership development and corporate universities in healthcare provide specific examples of how healthcare organizations discuss patient safety improvement using this alternative approach. Considering the concepts and findings described in this chapter can help healthcare organizations make strides toward positive changes in organizational culture that will promote patient safety on the organizational agenda.

Some consultants are selling process reengineering as if it were a spanking new discovery. It isn't. And managers who assume that it is, and innocently go where they presume no one has gone before, are likely to repeat the big and little mistakes of the past.

Currently, only a small number of manuscripts dealing with management history are being submitted to journals, and few of those are being accepted for publication. What is needed to change this situation is more high‐quality research that is more interesting to a wider audience. The purpose of this paper is to offer some suggestions for overcoming current deficiencies.

The perspective of one editor about what is being done and what might be done in terms of publishing management history research is presented.

The unique perspective of an individual who is a past editor of a major management journal and current editor of an online journal each of which has published a variety of management history articles is presented.

The paper stresses that too few management history manuscripts submitted to journals are of high‐enough quality or sufficiently interesting to merit publication and that more good quality research that is interesting to a wider audience is needed. The paper offers suggestions to management history scholars as a means of changing this situation.