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Reviews the individual experiences of many small southeastern US firms as they attempted to meet the challenge of overseas markets, sometimes in response to market saturation at home or to smooth out the seasonality of product demand. Although many small firms were initially reluctant to “go global”, those who did so found that they were able to work through the hurdles and build strong overseas markets. Reviews the variety of measures and techniques which individual firms used to turn obstacles into a successful global venture. Explores the most important lessons which these firms learned in the process.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000001135. When citing the article, please cite: Coy A. Jones, J. Bernard Keys, Thomas R. Miller, (1989), “Focused Labour Force: An Organisational Development Strategy”, Leadership & Organization Development Journal, Vol. 10 Iss: 3, pp. 10 - 1.

Ethnography is a qualitative, naturalistic research method derived from the anthropological tradition. Ethnography uses participant observation supplemented by other research methods to gain holistic understandings of cultural groups’ beliefs and behaviors. Ethnography contributes to bioethics by: (1) locating bioethical dilemmas in their social, political, economic, and ideological contexts; (2) explicating the beliefs and behaviors of involved individuals; (3) making tacit knowledge explicit; (4) highlighting differences between ideal norms and actual behaviors; (5) identifying previously unrecognized phenomena; and (6) generating new questions for research. More comparative and longitudinal ethnographic research can contribute to better understanding of and responses to bioethical dilemmas.

Previews the characteristics of the global markets rapidly developing throughout the world and highlights development approaches that can respond to the need for global managers. Also reviews a new edition of the Multinational Management Game, a possible approach to training global managers.

Reviews briefly the history of management games and outlines the main parts of a game. Lists the best known international management games being utilized in the United States. Provides a complete description of the Multinational Management Game (MMG) along with case histories of management development experiences with MMG in Korea, the Pacific Asian Management Programme, The University of Hawaii, The Japan American Institute of Management Science, a programme in Hungary, and an Executive MBA Programme in the United States. Includes excerpts from student experiences within game play and a short review of research validating games as learning environments.

US National Park Service personnel are resistant to training programmes derived from business and industry. The circumstances leading to development of a customised training programme are described – in particular the development and presentation of a simulation which was a key feature.

The EMBA is the fastest growing segment of the executive education market. The heavy demands of course schedules on top of otherwise heavy work schedules produce considerable stress. Consequently programmes require a heavy motivation and commitment. Team building for peer support and course levelling early in the programme are critical to success. A management game was found to be very successful in the introductory week of an EMBA programme both at developing peer support and at providing an integrative introduction to the two years of work.

The ability to make quantum leaps in changing organizations is becoming a survival need for both managers and their organizations. Managers are needed who can build networks to funnel diverse views upward from the lower levels where the need for change is often first detected. Describes how a multipart “Influence Development Programme” was devised and attended by 53 deans of business schools – it being recognized that to be effective, deans, as much as managers in business, need to be able to influence others both within and outside their work environment.

The author′s three‐part model for the design of effective management development programmes is updated and used to introduce the other contributions appearing in this special issue of the Journal of Management Development

Reports on the new case‐oriented system of management development being used by the Presidents of ARCO Oil and Gas in an attempt to improve the ability of middle management to add value to an organization. Examines case and organizational analysis as deployed in the Middle Management Seminar, and the formulation of The Personal Action Plan. Considers presidential feedback on the programme′s prospects.