Management Decision: Volume 45 Issue 10

The role of dynamic cultural theories in explaining the viability of international strategic alliances: A focus on Indo‐French alliances

Many managers of Indo‐French alliances consider culture to be a failure, rather than a success factor because they address the national or corporate level for cross‐cultural…

International strategies and ethics: Exploring the tensions between head office and subsidiaries

The purpose of this paper is to explore the complexities and tensions that international organisations face in managing ethics.

Measuring organizational responsiveness: the development of a validated survey instrument

The paper aims to develop the survey utilized in this research as a data collection tool for the study of organizational responsiveness.

Reference theory: strategic groups and competitive benchmarking

The concept of strategic groups is a central theme in the field of strategic management, and over time it has been used by a considerable body of theoretical and empirical…

Ethnicity and decision making for internationalisation

This paper seeks to review the internationalisation strategies of Japanese and Singaporean firms within the context of Dunning, Hymer and Rugman.

Disabling the context for knowledge work: the role of managers' behaviours

The purpose of this paper is to analyse issues that prevent knowledge sharing in organisations.

Defining the most desirable outsourcing contract between customer and vendor

The purpose of this work is to identify commonalities that exist within the contracts between customer and vendor companies, the nature of the problems commonly associated with…

Innovation in Learning: How the Danish Leadership Institute developed 2,200 managers from Fujitsu Services from 13 different countries

The paper aims to look at how the Danish Leadership Institute facilitated the programme Innovation in Learning in Fujitsu Services during a three‐year period.

The building of the kitchen table: In search of an alternative model for in‐company leadership development programs

The purpose of this paper is to provide an alternative model of a leadership‐development program.

Developing future business and civic leaders: the Emerging Leaders Program

The Emerging Leaders Program (ELP) at the College of Management at U Mass, Boston is an executive leadership development program for mid‐career professionals (average age 35) in…

Special issue on Strategy in India: past, present and future

Life begins at 45!