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To describe six management thoughts that evolved during the past century in the USA and to link them to the concept of cybernetic‐scanning management (CSM) and to vaguely explore the extent it is practiced in today's organizations.

Employed MBA students were asked to rate the extent their corporations, as they perceive it, practice the CSM framework. The framework was fully discussed in class prior to the ratings. Students were asked to prepare a term paper describing the rationality for their ratings.

Today's organizations pay a lot of attention to the external environment, their organizational structures are still too tall, and the Theory X managerial mindset is still more prevalent than the Theory Y mindset.

The study involved only MBA students enrolled in the writer's management and organization course in the school of business at Montclair State University. Therefore, the study's findings cannot be generalized.

Organizations need to establish a system where there is more internal communication, cooperation and collaboration among their subunits (e.g. 9/11 and Hurricane Katrina).

The study tells us how the past influences the present and the future.

Seeks to examine the impact of national culture on the importance level students place on ten teaching techniques commonly used by US business instructors.

Undergraduate and MBA business students, including students born in the USA and students born in a foreign country, rated the techniques.

Ratings by students from cultures preferring techniques where the instructor provides high structure differ slightly from the ratings by students from cultures preferring techniques where the instructor provides lower structure.

The respondents are from one US university. Therefore, the results cannot be generalized.

The framework is useful in that it reminds instructors/trainers that, if a group of learners is from the same culture, a customized technique may be effective but, if the group is from diverse cultures, it reminds them that they may have to provide more structure to those students and trainees from cultures which learn best through directive techniques than to those which learn best through less directive techniques.

Some researchers have examined how culture influences learning‐style preference. However, much of the existing literature has been contributed by educational psychologists, whose major concern has been the academic performance of Blacks, Hispanics, and American Indians being lower than that of whites in the USA. This study addresses the impact of national culture on students’ teaching/learning technique preference.

When a corporation establishes a subsidiary in a foreign country, its managers must decide how much control they need to maintain over the subsidiary′s managers. A headquarters‐foreign subsidiary control relationship (HSR) can be one of centralization or decentralization. The first framework proposes that national culture influences the HSR. The second framework posits that certain situational factors influence the HSR in all countries. The third framework puts forth the idea that either too much centralization or too much decentralization eventually leads to organizational ineffectiveness. Therefore, effective HSRs are those which are balanced. A balanced HSR is attained when headquarters (HQ) managers make decisions based on: an understanding of the cultural and other needs of foreign subsidiary managers; an understanding of the needs of specific organizational situations; and an organizational global vision, core values, and cultural principles which are shared by all subsidiary managers.

Describes how employee participation and empowerment programs (EPEPs) – the involvement of workers and groups in the decision‐making process and the empowerment of employees and groups in a flat organizational structure – are necessary for organizational effectiveness. Argues, however, that they are difficult to implement and to maintain after they have been implemented because organizational culture is difficult to change. Poses many questions which need answers before such programs can be effectively implemented and maintained, suggesting that while we may know that such programs are imperative for organizational effectiveness, there is still much to be learned about what such programs really are and what their real purpose is.

In a New Yorker article, “Alone with the Secretary General,” Michael Ignatieff (1995) tells of watching, with Boutros‐Ghali, a CNN report of the Serbian attack on Zepa. At the time, the reporter was with the U.N. Secretary General in the “jungles of Zaire,” another nation‐state crumbling or about to crumble. Boutros‐Ghali's reaction was a simple phrase, “‘This is globalization’” (p. 37). The line captures the two sides of globalization. On the one hand, the ubiquity of CNN, its global reach, creates the immediate global village‐“News from around the world every thirty minutes.” Zepa is as near, perhaps as familiar, as Dayton. Yet the veneer of global community masks the ever‐present global disunity: a new world disorder, factionalism, opening seams of ethnic divisions, and new walls of religious and cultural intolerance.

The literature on precarious and insecure work rarely examines how workers with jobs in large bureaucratic firms experience insecurity. Current theories suggest two approaches. First, workers might focus on their individual occupation and detach their commitment from firms that no longer reciprocate long-term commitments. Second, employees might respond with increased organizational commitment because leaving an employer creates risks of uncertainty. Based on in-depth interviews with 22 financial services professionals, this paper refines our understanding of when workers focus on intra-organizational career development. This happens when large firms offer opportunities for advancement and foster loyalty. I develop the terms spiral staircase and serial monogamy career. A spiral staircase career results when workers take entrepreneurial approaches to advancement that include lateral job changes and vertical promotions within a firm. When the local labor market has multiple firms in their sector, career advancement may take an intermediate form, in which workers spend medium-to-long-term stints with multiple organizations. I call this the serial monogamy career. My research shows how sector characteristics and geography can impact worker commitment and mobility in insecure environments.

By taking a micro-level perspective, this paper aims to examine the influence of the ongoing paradigm shift from technological to social innovation on principal investigators (PIs) and thereby links the two emerging research fields of entrepreneurial ecosystems and social innovation. The purpose of this paper is to build the basis for future empirical analyses.

The paper is a conceptual paper and therefore focuses on theoretical considerations. Taking a quadruple helix approach, PIs are outlined as central actors of entrepreneurial ecosystems and transformative agents of the innovation process.

PIs can proactively shape the innovation process and thus the shift from technological to social innovation, through various channels. They can affect all other actors of the quadruple helix, e.g. by exerting influence on the process of scientific change, on the public opinion and/or on the industry partners. Further, the paradigm shift might change the universities' role in the quadruple helix, substantiating their importance in the process of social change.

As PIs are influencing all other actors of the quadruple helix, they are central actors of entrepreneurial ecosystems and thus crucial players in the innovation process. Hence, they need to be supported in fulfilling their role of transformative agents, accelerating and shaping the paradigm shift from technological to social innovation. Universities should therefore reconsider their missions and vision as well as their role within the society.

This paper considers the influence of an ongoing paradigm shift from technological to social innovation on entrepreneurial ecosystems. This work focuses especially on the PIs' role as transformative agents. Therefore, it builds a bridge from entrepreneurial ecosystems to social innovation and thus contributes to both research fields. Moreover, the paper shows the great potential of PIs to influence and shape social innovation.

Dynamic predictions of financial distress of the firms have received less attention in finance literature rather than static prediction, specifically in Malaysia. This study, therefore, investigates dynamic symptoms of the financial distress event a few years before it happened to the firms by using neural network method. Cox Proportional Hazard regression models are used to estimate the survival probabilities of Malaysian PN17 and GN3 listed firms. Forecast accuracy is evaluated using receiver operating characteristics curve. From the findings, it shown that the independent directors’ ownership has negative association with the financial distress likelihood. In addition, this study modeled a mix of corporate financial distress predictors for Malaysian firms. The combination of financial and non-financial ratios which pressure-sensitive institutional ownership, independent director ownership, and Earnings Before Interest and Taxes to Total Asset shown a negative relationship with financial distress likelihood specifically one year before the firms being listed in PN 17 and GN 3 status. However, Retained Earnings to Total Asset, Interest Coverage, and Market Value of Debt have positive relationship with firm financial distress likelihood. These research findings also contribute to the policy implications to the Securities Commission and specifically to Bursa Malaysia. Furthermore, one of the initial goals in introducing the PN17 and GN3 status is to alleviate the information asymmetry between distressed firms, the regulators, and investors. Therefore, the regulator would be able to monitor effectively distressed firms, and investors can protect from imprudent investment.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

COVID-19 highlighted the potential value of improving knowledge sharing (KS) processes among hospital estates and facilities management (HEFM) departments. Organisational trust (OT) is a recognised predictor of KS interactions, but the interplay of impersonal and interpersonal OT components is yet to be investigated fully. In response to recent calls, this study aims to explore the effect of organisational features on personal trust and OT components required for KS episodes, in the context of the English National Health Service (NHS).

A qualitative, exploratory grounded theory approach was selected, using primary data from 22 semi-structured interviews and secondary data from grey literature. A model of trust for KS among employees from geographically distributed units with pooled interdependence was synthesised from a review of the literature and used to connect the organisational features to different trust mechanisms.

This study identifies four organisational features with a compound barrier-effect on impersonal-based OT, interpersonal-based OT and personal trust for KS interactions: lack of professional development, inappropriate reward and incentive systems, reorganisations/organisational change and benchmarking.

This study sought to generate theory about the interplay of organisational barriers and trust components required for KS, not to describe HEFM KS across the entire NHS. Future studies with more comprehensive data collections can build on this exploratory study by quantitatively testing the compound barrier effect of the organisational features.

Practitioners can benefit from the insights into the barriers inhibiting trust mechanisms required for effective KS processes. These can inform policymakers in English and potentially other health-care systems in designing enhanced collaborative arrangements, which are required as future crises, e.g. pandemics and climate change hazards, will require increasingly complex solutions.

This study addresses the interplay between personal trust, impersonal OT and interpersonal OT for KS by identifying the compound barrier effects of underlying organisational barriers common to personal trust and OT.