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Defined broadly as any relationship between companies involving a sharing of common destinies, strategic alliances are cropping up across the global arena. Due to the maturation of several trends of the 1980s, such as: intensified foreign competition, shortened product life cycles, soaring cost of capital, including the cost of research and development, and ever‐growing demand for new technologies, alliances are becoming an attractive strategy for the future. Published material on the subject is vast, diverse and fragmented. Synthesizes this material and develops a common thread as to how these alliances are formed and the ingredients for their success or failure. Identifies six dimensions along which the alliances are formed and the change in management style needed for the success of alliances. Defines an interesting phenomenon termed the “Octopus Strategy” where multidivision companies from Japan, the United States and Europe are joining forces to create multiple strategic alliances. The end result of this strategy is that two divisions of the multidivision companies may have formed an alliance, while other divisions of the same organizations may be in fierce competition with one another. Develops a model of the working of strategic alliances based on the existing empirical evidence. Suggests some contributions that government, industry and education should make for the success of alliances.

Jeremy Bentham (1748 - 1832) was an eccentric 18th Century English genius of many interests. He was the leader of a group of social and political reformers known as the philosophical radicals that included John Stuart Mill. While Bentham never held a government position, his writings influenced many who did. Bentham’s ideas and works touch on a variety of disciplines including: administrative management, criminal justice, economics, law, organizational theory and decision making, philosophy, political science, public administration, public policy, social welfare, and sociology. Bentham was a wordsmith adding such terms to the popular lexicon as: "minimize," "maximize," and "rational." He was also the first person to use the term "international." This article looks at Jeremy Bentham’s contributions in three areas: organizational theory and decision-making, public policy analysis, and administrative management. The article argues that although his ideas and works have been dismissed as passé in the post 1960s era of selective social consciousness and heightened political correctness, Bentham has much to say that is still important and relevant today

The purpose of this paper is to cull out leadership lessons from one of India's oldest books on statecraft and economics – The Arthashastra by Kautilya – and present an Indian model of leadership which may be used by scholars and practitioners for leadership development in modern global context.

An analysis of Kautilya's teachings is done based on English translation of his original works by two eminent scholars. A model of leadership is derived on the basis of Kautilya's writings.

Kautilya presents a holistic perspective as he synthesizes the Eastern and Western approaches on leadership. His skill‐based and strategic approach gets support and direction from his value‐based, ethical considerations. Also, an in depth study of his writings shows that he was a precursor to a few leadership theories developed in the Western world in modern times.

Scholars have studied The Arthashastra as a treatise on economics, politics, diplomacy and statecraft. Lessons have also been drawn on a few aspects of management and leadership. There is no comprehensive commentary available on his views on leadership. In this paper, an attempt is made to develop a leadership model which integrates the Eastern and the Western approaches on leadership and can be used for leadership development in modern times.