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The purpose of this paper is to embrace change effectively to achieve organizational development.

The paper outlines the case studies on two turnaround leaders – Alan Mulally and Lou Gerstner. It explains various aspects of organizational change and development. It unveils a blueprint to embrace change effectively.

It underscores that the only thing constant in the current global business environment is change and competition. It enlightens that change requires a new mindset, tool set and skill set. The only successful leaders are the ones who accept and mould themselves as per the changing times and technologies.

The methodologies adopted by turnaround leaders can be applied to any type of organizational change, in any industry and any size of organization.

The social implications of this research suggests that turnaround leaders can do much better by communicating clearly to overcome resistance to lead change effectively.

It differentiates between change and growth. It justifies the need to effect change swiftly in the present dynamic business environment. It concludes that change is inevitable to achieve organizational excellence and effectiveness.

To review empirical contributions to the small business growth literature since the mid‐1990s.

Narrative review of the literature using the framework adopted in previous reviews: management strategies; characteristics of the entrepreneur; environment/industry factors; and firm characteristics.

The absence of any unifying theory means that the literature continues to feature a wide range of growth measures and model specifications. As a result of this, knowledge development appears fragmented rather than cumulative. New theoretical perspectives are needed if we are to develop our understanding of the growth process in small businesses.

Alternative types of research are suggested that focus on small business growth as a process rather than an episode. Future research needs to adopt multiple measures of growth and, more importantly, be based on theory longitudinal in scope but idiosyncratic in its focus. Empirical work should seek to explain the periodicity of growth and the role that learning plays in the idiosyncratic development of small businesses.

The paper synthesizes the literature in an area that is critical in terms of the advice given to policy makers and business owners. It does so while building on the frameworks used in previous reviews and then identifying new research approaches that are needed to advance understanding of the small business growth process.

The contingency approach and its relevance to theory building and research in marketing is described. The approach is delineated and its theoretical foundations traced. Several established contingency theories within the management discipline are outlined and the research they have stimulated on related topics in marketing are highlighted. An assessment of the current state of the contingency approach in marketing literature is then provided.

This paper seeks to explore the effect of performance duration (rather than intensity) on the subsequent initiation of strategic change by firms. Specifically, the effect of outperformance and underperformance duration on strategic change, as well as the moderating effect of environmental dynamism, is studied.

Using a fixed-effects model, analyzing a sample of 34,907 firm-year observations from 1980 to 2018 across 112 industries mostly supported proposed hypotheses.

Results revealed a U-shaped relationship between outperformance duration and strategic change and an inverted U-shaped relationship between underperformance duration and strategic change. The moderation role of environmental dynamism was only partially supported.

This study examines a new dimension of performance feedback, namely duration, rather than the widely used intensity of performance feedback, to enhance our understanding of the behavioral theory of the firm.

Gives an in depth view of the strategies pursued by the world’s leading chief executive officers in an attempt to provide guidance to new chief executives of today. Considers the marketing strategies employed, together with the organizational structures used and looks at the universal concepts that can be applied to any product. Uses anecdotal evidence to formulate a number of theories which can be used to compare your company with the best in the world. Presents initial survival strategies and then looks at ways companies can broaden their boundaries through manipulation and choice. Covers a huge variety of case studies and examples together with a substantial question and answer section.

X = multiple interpretations

The purpose of this paper is to examine the impact of merger and acquisition (M&As) of “second financial restructuring” (SFR) on the productivity growth of commercial banks in Taiwan.

The paper uses the Malmquist productivity change index to evaluate the changes from pre-SFR to SFR period and from pre-SFR to post-SFR period. In addition, the bootstrapping regression method is applied to examine the relationship of SFR policy and productivity change.

Merged banks have improved their productivity and scale efficiency after the M&As program of SFR. In addition, the greater productivity growth of merged banks than non-merged banks is attributed to small-sized and private-voluntary merged banks. Furthermore, the small-sized merged banks have greater productivity growth and scale efficiency improvement than the big-sized merged banks, and the government-mandatory merged banks have lower productivity growth than private-voluntary merged banks after the SFR.

This study has an academic implication for providing additional empirical evidence related to the impact of government M&As policy on bank productivity growth in the developing countries.

The findings on this paper have implications for financial reform policy and banking management on M&As activity, in particular, as they clarify the differential effects of big-sized vs small-sized and government-mandatory vs private-voluntary merged banks.

Understanding the impacts of financial reform is particularly important as the banking industry has become increasingly competitive. This paper contributes to this area by assessing the impact of the M&As policy of SFR on productivity growth and evaluating differential effects of M&As.

The COVID-19 pandemic has disrupted the ‘real’ world and substantially impacted the virtual world and thus the Internet ecosystem. It has caused a significant exogenous shock that offers a wealth of natural experiments and produced new data about broadband, clouds, and the Internet in times of crisis. In this chapter, we characterise and evaluate the evolving impact of the global COVID-19 crisis on traffic patterns and loads and the impact of those on Internet performance from multiple perspectives. While we place a particular focus on deriving insights into how we can better respond to crises and better plan for the post-COVID-19 ‘new normal’, we analyse the impact on and the responses by different actors of the Internet ecosystem across different jurisdictions. With a focus on the USA and Europe, we examine the responses of both public and private actors, with the latter including content and cloud providers, content delivery networks, and Internet service providers (ISPs). This chapter makes two contributions: first, we derive lessons learned for a future post-COVID-19 world to inform non-networking spheres and policy-making; second, the insights gained assist the networking community in better planning for the future.

Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange for Auto Parts procurement by GM, Ford, Daimler‐Chrysler and Renault‐Nissan. Provides many case studies with regards to the adoption of technology and describes seven chief technology officer characteristics. Discusses common errors when companies invest in technology and considers the probabilities of success. Provides 175 questions and answers to reinforce the concepts introduced. States that this substantial journal is aimed primarily at the present and potential chief technology officer to assist their survival and success in national and international markets.