ASLIB JOURNALS CONTENTS - APRIL 2008
01: Inside-outside leaders: Joseph L. Bower
Joseph L. Bower, Baker Foundation Professor of Business Administration, has been a leader in general management at Harvard Business School for 45 years. The faculty chair of “The Corporate Leader” until this year, he served as the founding faculty chair of “The General Management Programme,” both in Executive Education. An expert on corporate strategy, organization, and leadership, he has devoted much of his teaching and research to challenges confronting corporate leaders in today’s rapidly changing hyper-competitive conditions.
02: Marketing: a discipline in crisis?
The entire world of marketing is changing. It used to be that a company could rise to the top of its industry and deliver superior shareholder returns by doing one thing well. Not anymore. Coupled to this, businesses around the world, both large and small, cannot ignore the impact that the global economy is having on their performance.
03: Executing your Strategy: Morgan, Levitt & Malek
Morgan, Levitt & Malek provide a visual representation of the interconnected elements that make up what might be called the moving parts of the enterprise. This model has been shown to be truly powerful on a number of levels. Individuals have used it to redesign decisions to create their own individual success. Teams have used it to find critical improvements in their performance and enterprises have used it to realign strategies and lead transformation.
04: Matthew Olson & Derek van Bever: Stall Points
“Stall points” are major turning points in company growth history – significant downturns in corporate revenue growth. Matthew Olson’s research interests centre on the capabilities required by very large firms to create new businesses and new growth platforms to perpetuate their growth runs, as well as best practice in corporate strategy functions. Derek van Bever is responsible for training and quality control for over 1,000 researchers based in the US, London and Gurgaon (India).
05: The challenge of empowerment: Max Hand
Max Hand is the Chief Financial Officer of Chirurgiae, a private sector healthcare service provider at the forefront of changes in the UK’s National Health Service. Previously, he spent 18 years as a principal with the consulting firm A.T. Kearney, where he led projects in organizational restructuring, turnarounds, and quality management. His clients included British Aerospace, BP, Bahrain Telecom and the UK’s Defense Logistics Agency.
06: Knowledge sharing: collaborative teamwork
Due to the advances in communication and information technologies, experts from anywhere in the world can collaborate as a team. This type of collaboration is currently in high demand. However, recent studies on distributed team collaboration have shown that working in these settings presents a challenge to the collaborative construction of new knowledge.
07: Improving stakeholder cooperation in UK public health
In the UK, one of the most radical reforms of the National Health Service (NHS) occurred with the NHS and Community Care Act in 1990, which implemented with effect from 1 April 1991 the principles of an internal or quasi-market.
08: Malware attacks: corporate responsibility and liability
Although companies worldwide are being placed under increased pressure by an onslaught of cyber risks, including unauthorized access, denial of service attacks, insider theft of information and unauthorized or unlawful network based activity, malware is one of the most common sources of security failures at present.
09: The development of quality management and business excellence
For some decades total quality management (TQM) has been used in large parts of the world to improve competitiveness, efficiency and profitability. Originally, TQM was used in the private business sector, but since then it has also been applied in the public sector, and even societies.
10: Innovation within local governments: managing change
The simple agenda to get government information on to the Web, along with private sector organizations, soon evolved into a much more complex target. Both in the UK and Europe the pervasive impact of taking an organization's business activity online led politicians to seize upon eGovernment as a means to an end.
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