01: Clinton Korver & Ron Howard: Ethics for the Real World
Minor ethical lapses can seem harmless. But they instil in us a hard-to-break habit of distorted thinking. Find out more in this interview with the authors of Ethics for the Real World.

http://first.emeraldinsight.com/management_styles/interviews/howard
http://first.emeraldinsight.com/management_styles/interviews/gottfredson

02:  Wally Olins: corporate identity
Wally Olins is Chairman of Saffron Brand Consultants. Find out why the identity management process should be viewed as a potentially powerful corporate resource.

http://first.emeraldinsight.com/marketing/interviews/olins.htm
http://first.emeraldinsight.com/change_management/articles/rieley_shark.htm

03: Successfully manage your change effort
Despite all the rhetoric, books, effort, and money thrown into change efforts, most organizational change efforts fail. Arthur D. Little and McKinsey & Co., have studied hundreds of organizations that entered into change initiatives and have found that about two-thirds fail to produce the results expected.

http://first.emeraldinsight.com/change_management/articles/change_effort.htm
http://first.emeraldinsight.com/change_management/interviews/camp.htm

04: Jim Champy: crunch time? Or time to spend?
Traditional wisdom dictates that tough economic times require fiscal restraint: rein in costs; protect your cash; hunker down for the impending crisis. True to form, as the world anxiously awaits the expected ripple effect of tight credit and a collapsed housing market, managers everywhere are being told to cut their budgets...

http://first.emeraldinsight.com/strategy/articles/champy_crunch.htm
http://first.emeraldinsight.com/strategy/articles/champy_crunch.htm   

05: James Rieley column: the problem with learning
Actually, there is not a problem with learning. Organizational leaders from all sectors, of all sizes, and all financial perspectives gush forth with an ongoing stream of talk about the need to learn. Managers and employees like to learn. There really isn't a problem with learning. The problem is with our inability or unwillingness to "unlearn."

http://first.emeraldinsight.com/human_resources/articles/rieley_learning.htm

06: KM challenges for global business
Knowledge management is currently receiving considerable attention from both academics and practitioners. The main reason is that it represents a real challenge for global business. However, most of the studies on knowledge management focus on a particular aspect of the subject in spite of the fact that knowledge management complexity requires an integrative approach.

http://first.emeraldinsight.com/knowledge_management/articles/challenges.htm

07: Leadership in the NHS: learning from Gerry Robinson
The recent BBC2 TV Series by Sir Gerry Robinson (GR) was based on his investigative activities at Rotherham General Hospital (RGH). Generally well received, the title was directed at whether or not he could "save" the NHS. No doubt this banner is catchy and provocative, but should the primary emphasis be on the organization "learning" not "saving"?

http://first.emeraldinsight.com/healthcare_management/articles/nhs
08: Lessons from the US sub-prime crisis
Many believe finance is no longer a national but a world phenomenon. For simply at the press of a button, billions of dollars may "e-cross" national boundaries. This is reinforced, e.g., by the 1997 Asian financial meltdown. One probable cause was the upsurge of US investors diverting their funds to the emerging dot.com industry back home. Resulting in sudden, massive outflows of US$ deposits from Asian-Pacific markets.

http://first.emeraldinsight.com/e_business/articles/sub_prime.htm

09: Conrad Winkler: the "new era" of manufacturing
In a world of emerging markets, changing work forces and accelerating innovation, manufacturing is once again a key corporate issue. Find out more in this interview with Booz & Company's Conrad Winkler.

http://first.emeraldinsight.com/quality/interviews/winkler.htm

10: Tackling undeclared work: a public sector priority
The "re-inventing of the public sector" is a phrase which might characterize the many dimensions of contemporary state restructuring and public sector reform in European and, more widely, Western countries. Such reforms have become endemic in public services but the recent period is distinctive in being explicitly international, giving the impression of a unitary approach to "modernization" of public services.

http://first.emeraldinsight.com/public_sector/articles/undeclared_work.htm