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As organizations operate in an increasingly borderless world where work is performed across various cultures, geographies and time zones, modern strategies and approaches for effective, global leadership are a necessity. The aim of this paper is to explore how leaders can successfully address the challenges of global leadership in order to improve business performance and take advantage of new business opportunities.

IBM's recently published Global Chief Human Resource Officer (CHRO) study – to which more than 700 HR executives and workforce strategists across 61 countries contributed – reveals that organizations continue to struggle to resolve a number of critical leadership challenges.

The authors explore the key levers that leaders need to apply in order to maximize workforce performance and capitalize on collective intelligence. Analysis of our study shows that many organizations will need to work very differently from how they operate today, engaging much more seamlessly across a wide range of geographic, functional, and generational boundaries.

The following article summarizes the findings from IBM's recent CHRO study, highlights its implications for modern leadership and presents selected case studies to illustrate how the theory can be put into practice.

Presents over sixty abstracts summarising the 1999 Employment Research Unit annual conference held at the University of Cardiff. Explores the multiple impacts of globalization on work and employment in contemporary organizations. Covers the human resource management implications of organizational responses to globalization. Examines the theoretical, methodological, empirical and comparative issues pertaining to competitiveness and the management of human resources, the impact of organisational strategies and international production on the workplace, the organization of labour markets, human resource development, cultural change in organisations, trade union responses, and trans‐national corporations. Cites many case studies showing how globalization has brought a lot of opportunities together with much change both to the employee and the employer. Considers the threats to existing cultures, structures and systems.

Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce – not even, in many cases, describing workers as assets! Describes many studies to back up this claim in theis work based on the 2002 Employment Research Unit Annual Conference, in Cardiff, Wales.

At each New Year we stand at the threshold of fresh scenes and hopes, of opportunities and pastures new. It is the time for casting off shackles and burdens that have weighed us down in the old year; almost a new chapter of life. We scan the prevailing scene for signs that will chart the year's unrolling and beyond, and hope profoundly for a smooth passage. The present is largely the product of the past, but of the future, who knows? Man therefore forever seems to be entering upon something new—a change, a challenge, events of great portent. This, of course, is what life is all about. Trends usually precede events, often by a decade or more, yet it is a paradox that so many are taken by surprise when they occur. Trends there have been and well marked; signs, too, for the discerning. In fields particular, they portend overall progress; in general, not a few bode ill.

The purpose of this article is to give an overview of scholarly monographs on rock music from 1980 to the present. It aims to provide an overview to the literature for practical purposes of collection development as well as giving the reader insight into key issues and trends related to a interdisciplinary topic that attracts scholars from many disciplines in the humanities and social sciences.

This bibliographic essay, focusing on works related to American culture and of a general nature, includes an overview and historical background; a discussion of how music and ethnomusiciological scholars approach the topic; geographic approaches; literature on four key icons (Elvis, Dylan, Springsteen, and Madonna); American studies; subcultures and genres; other methodologies; and concludes by discussing notable recent works.

The scholarly literature on rock incorporates a wide variety of approaches and methodologies. Many music‐related scholars appropriate methodology from other disciplines and some non‐music‐related scholars use the formalistic analysis of music scholars. Authenticity is a major theme in the literature on rock.

This essay covers the widest range of monographs on the topic, providing insight into not only the key scholars but also the diversity of approaches to the topic. The historical approach to the literature gives the reader a sense of how the academic discourse on rock has evolved. This essay is of interest to librarians, scholars of rock music, and others concerned with how American scholarship in the humanities and the social sciences has grown since the advent of cultural studies.

Conducts two studies, one among working women and one among the employed physically handicapped, to assess their feelings about the recent introduction of equal opportunity legislation in Hong Kong. Provides some background statistics on Hong Kong and outlines the development of anti‐discrimination legislation. Asks 78 women and 10 physically handicapped people if they thought discrimination was serious in Hong Kong and if the anti‐discrimination legislation and the Equal Opportunities Commission were effective in combating discrimination. Describes the methodology used and discusses the results. Reveals that both groups surveyed were ambivalent about discrimination, stating that legislation enforces behavioural changes but that they are only skin deep. Points out also that it is difficult to quantify discriminatory practices. Notes similarities between east and west, particularly with research suggesting that the only way forward in promoting equality is to reduce status distinctions for everyone and to make organizations much more democratic.

Looks at the process of conducting qualitative management research. Concentrates on data collection used in fieldwork, the way in which data is analysed and the various output from the work. Uses a PhD based upon the management of group moves as a case study. Defends the overall research strategy in terms of confirmability, dependability, credibility and transferability of findings.

This article makes a significant contribution to the debate about changes in the management of employee relations over the 1980s. Drawing upon data from 40 organisations, the author attempts to assess the extent of these changes in typical, rather than special case, companies. He finds that the management of people is now much more likely to be linked to competitive position, and to be principally the concern of line managers.