The Antidote: Volume 2 Issue 2



Table of contents

The trouble with knowledge — it's a sticky subject

T Kippenberger

Postulates that executives say ‘people are businesses great asset’ but is this statement, perhaps, the most frequently used and most hypocritical statement made by the…

The road to the ‘knowledge society’

T Kippenberger

Advocates that today's managers have to turn inventions and new ideas into profitable product streams, e.g. they have to innovate. Delves into the beginnings of knowledge…

A national climate of innovation: possibility or pipe dream?

T Kippenberger

Wonders why the UK has such poor innovative performance, after being the leading GDP country in the 19th century and now standing at 17th place. Looks at an innovation…

Opportunities to innovate: the seven sources

T Kippenberger

Discusses the seven basic sources of opportunities to innovate — only one of which is with regard to inventing something new — as discussed in Peter Drucker's ‘Innovation…

Business creativity: an art with discipline

T Kippenberger

Discusses creativity and how it is hard work even for the best creatives. Aligns it with the jazz term ‘jam’ in that it means taking theme, question, notion, whim, idea…

A new theory of knowledge creation

T Kippenberger

Delves into why the success of Japanese companies is believed to stem from their ability to create new knowledge using a team unit working together successfully. Reviews…

A model for generating intellectual capital

T Kippenberger

Details that stock‐market valuations of many companies reflect values of intangible intellectual assets — but in thee firms managers can rarely even define what…

Mintzberg's musings on management's misrule

T Kippenberger

Describes Mintzberg's ten points on management, which he delivered in the World Economic Forum in 1995, in just tem minutes! Details organizations as circles with outer…

Empowerment: tapping employees' ability

T Kippenberger

Looks at the findings and recommendations of an Industrial Society ‘Managing Best Practice’ journal on empowerment and its implications for senior managers. Advocates that…

The skills gap and a training conundrum

T Kippenberger

Homes in on the skills gap in the UK, showing that in 1996 one‐fifth of 4,000 employees interviewed believed there was a skills gap. Highlights the 791 employees who…

The all too human side of downsizing

T Kippenberger

Investigates downsizing and its effects on the people involved. Looks at the psychological effects of downsizing on three groups of people: the victims — those who…

Transition and transformation: employee satisfaction in the 1990s

T Kippenberger

States there is a link between the level of employee satisfaction and business performance in many of the world's leading companies — therefore engaging employee's…

How Crown Agents find the opportunities to innovate

T Kippenberger

Concentrates on the UK's Crown Agents, founded in the 1830s, to procure goods on behalf of the British Crown Colonies — currently it serves or operates in 150 countries…

A tradition of innovation at 3M

T Kippenberger

Concentrates on 3M, a US company founded in 1902 in which, from the beginning, innovation was necessary. Chronicles that 3M (from the Minnesota Mining and Manufacturing…

Searching for the ‘Holy Grail’ at ICL

T Kippenberger

Analyses ICL (formerly International Computers, Ltd), founded in 1968, which was taken over (90.1%) by Fujitsu, that operates in over 80 countries and employs 21,000…



Online date, start – end:

1996 – 2000

Copyright Holder:

Emerald Publishing Limited

Merged to become:

Strategy & Leadership