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There has been extended debate about how to conceptualise inter‐organizational restructuring in late twentieth century capitalism, giving rise to a number of models that attempt to represent productive change. A number of such conceptualisations of transformation under the banner of “agility” attempt to provide guidance about “managing” physical and social relationships within and between companies in response to growing market complexity. The theoretical argument in this paper is that inter‐firm agility cannot be objectively understood in all cases using simple unidirectional cause and effect as such theories do not take into account more subjective aspects of interaction. Specifically, we argue that to have a vision of agility in action there must be an evaluation of complexity in and between organisational boundaries with a theoretical approach that gives a more robust appreciation of inter‐firm ties. Conceptualising agility in this way captures the essence of tacit knowledge between firms along with the physical dynamics of network functioning.

In September 1985, eight sets of children's books from Australia began an odyssey that will take them into all fifty states and Canada by the end of 1988. The books— and the resource, reference and display materials that accompany them—were chosen specifically for their value in introducing non‐Australians to Australia and her children's literature. They also provide an ideal starting point for library collection development.

The transition from shareholder value primacy to customer-centricity is a multi-dimensional challenge for leaders.

Five books that provide guidance.by insiders are suggested.

Nadella confronted culture on day one and announced that from then on, the culture would be one of collaboration and finding mutually profitable solutions. Instead of an “us vs. them,” paradigm, it would be “us with them.”

Presents a preliminary framework for making sense of and managing change in organisations that have adopted information systems and e‐commerce as a core element of their business strategy. Argues that the relatively low level of organisational benefits realised by typical strategic information technology interventions over the past decade is often a product of poor adoption and implementation practices on the part of senior managers and IT practitioners, who have failed to understand the non‐linear and emergent nature of change in complex organisations. Argues that a clear understanding of the dynamics of change at the people/technology interface, and the symbiotic relationship between information systems and strategy, is a prerequisite for the successful business benefits realisation for major IT and e‐business projects. Distils lessons learned from reflections on theories‐in‐use and practice into a basic model for senior managers and IT practitioners.

This article explores the change in strategic behaviour of telecommunication operators since the mid‐1990s. It notes how the balance of power has shifted back to incumbent operators as a result of a combined flight to quality and profitability by users and investors respectively. These changes in the commercial environment are explored through the strategic changes undertaken at Colt Telecom, notably as it has moved from an offensive to a defensive position in the market place. The article concludes by examining the likely future options for Colt in the light of a protracted glut of capacity within the European telecommunications system.

Given the size of the Australian population the regional output of publications is impressive. The Australian National Bibliography, compiled and published by the National Library of Australia, includes in its annual volume a statistical survey of Australian book production. The latest figures available are those for 1976 and a comparative table for the preceding five year period shows a modest rate of growth. The titles of specific Australian interest published overseas are also shown. I have added figures for 1977 based on still unpublished information.

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.

The purpose of this paper is to explore the complex relationships between gender and entrepreneurial intentions.

This paper uses a two study design where the second study is a constructive replication of the first study. The first study uses a cross-sectional design, while the second uses a design where data collection of variables were temporally separated. The analysis is conducted using Hayes (2014) process macro using 1,000 bootstrapped draws to understand the interaction between gender and creativity and the potential mediation involving life roles and goals.

The empirical results are threefold. First, the results show that creativity has a direct and positive effect on entrepreneurial intentions. Second, gender did not have a direct effect on entrepreneurial intentions, and finally, gender showed an interaction with creativity such that in both the samples, creativity had a stronger relationship with intentions among women.

The results point to the inclusion of creativity exercises in the entrepreneurship curriculum as well as to create and tailor programs to enhance women’s entrepreneurial intentions.

Using a two study constructive replication approach, this study demonstrates the complex effect of gender on entrepreneurial intentions. Traditionally, women are argued to have lower entrepreneurial intentions, but this study finds that creative women were more likely to have entrepreneurial intentions in the sample. The results also show that the women’s family salience (life roles and goals) did not mediate the relationship between gender and entrepreneurial intentions.

I ENTERED the literary world late in the immediate post‐war years when changes of literary taste and loyalty were already in the air. The first broadcast I gave was, I remember, an attack upon Virginia Woolf. Her books had nurtured me as an adolescent, and I was in reaction against her influence.