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The significance of the market orientation for corporate management is the subject of a long‐standing controversy. This empirical study conducted in Germany, the largest European market, shows that together with other basic dimensions of management, the market orientation contributes substantially to corporate success. Indicates that popular practical measures designed to implement the market orientation within the organization may cause negative side effects in terms of corporate success. These risks could be controlled by taking a number of actions suggested in this article. Detecting these risks requires a holistic research approach to corporate management, of which the market orientation represents only one basic dimension. An integrated perspective of research, such as the one presented in this paper, represents a new approach for conducting empirical research on the question of whether the market orientation exerts an impact on corporate success.

The interrelationships between corporate personality traits and the success of firms was examined. Corporate personality traits contribute to the characteristic behaviour pattern of a firm.

The paper aims to explore a multiplicity of corporate governance issues in the narrow purview of different corporate governance systems and procedures across jurisdictional contexts. It shows a correlation between proper implementation of rules and procedures in a corporation for determining the success or failure of corporations. The paper also posits that however robust internal corporate rules and procedures are, the recent experiences have demonstrated that the fate of corporation could also be dictated beyond the remit of individual corporations by extraneous factors such as globalisation. This was vividly underscored by the recent global financial crisis (2008-2010) and its devastating consequences on well-managed corporation worldwide. The author has structured the paper into two parts – part one and part two. Part one is designed to explore the dynamics of corporate governance in fostering the success or failure of corporations. In part two, the paper examines the interplay between rules and practices in the context of two corporate governance examples –MTN in Uganda and the defunct BCCI (1991) in the UK in corporate success or failure. The former underscores a correlation between effective corporate governance mechanisms in fostering corporate success, whereas the latter underscores how the practice of overlooking corporate rules and procedures could trigger catastrophic consequences for corporations. The paper also tries to tease out how poor corporate governance could be exploited for criminal purposes. This was underscored in the case of the BCCI. The last part underscores how two distinctive corporate governance approaches in MTN (Uganda) and defunct BCCI could proffer a lesson for change of modern corporate governance systems and procedures.

The paper was written by way of a comparative analysis of different corporate governance approaches in different jurisdictions and their different implications for the success or failure of corporations. It has examined recent corporate scandals with a view to delineate how lax governance procedures and lack robust oversight of corporation could have played in precipitating conditions for criminal exploitation.

The findings of the paper clearly demonstrate a close correlation between good corporate governance and corporate success. It also correlates how lack of robust corporate governance procedures could provide an environment for exploitation of corporation by executives who may have criminal inclination. The lax corporate environment can also be exploited by criminals to perpetuate other forms of criminal activities such as money laundering and fraud.

The paper was largely undertaken by the analysis of secondary data sources. Because there were no interviews carried to corroborate the foregoing data, it is possible that some of it could have been biased. Undertaking interviews would have mitigated the potential for bias and infused the paper with first-hand experiences from different stakeholders

The paper underscores how two distinctive corporate governance approaches gleaned in the context of MTN (Uganda) and defunct BCCI (1991) could proffer different approaches for a change in modern corporate governance systems and procedures.

The paper has demonstrated that lack of proper corporate governance procedures and oversight could provide a recipe for criminal exploitation to perpetuate crimes such as money laundering in a corporation. This could have far-reaching implications not only for individuals corporations but also local communities in form of job losses), governments and markets.

The originality of this paper is manifested that there are no comparable studies undertaken in its purview. It is, therefore, a must-read for both academic and policy purposes.

The purpose of this study is to explain the contribution of Corporate Real Estate Management (CREM) to corporate success and to substantiate it empirically. However, no empirically tested holistic concept classifies and explains the different success contributions of CREM in their mechanisms of action and organisational levels.

This study develops a holistic two-dimensional model from existing literature to explain the relationship between CREM decisions and business success, and then tests it empirically using multidimensional data scaling from a telephone company survey (CATI) of 59 CREM managers sampled from the 200 largest German companies.

The created theoretical model holistically explains CREM success and existence as part of a non-property company, with specific performance drivers on specific organisational levels. The empirical data confirm that both dimensions of the model and, thus the measurement concept for modelling the CREM contribution to business success is robust across sectors and company/portfolio size in Germany.

The empirical confirmation of the conceptual model of CREM success provides novel support for the institutionalisation of the CREM function in companies and the holistic classification of different CREM research directions.

The ideas expressed in this work are based on those put into practice at the Okuma Corporation of Japan, one of the world′s leading machine tool manufacturers. In common with many other large organizations, Okuma Corporation has to meet the new challenges posed by globalization, keener domestic and international competition, shorter business cycles and an increasingly volatile environment. Intelligent corporate strategy (ICS), as practised at Okuma, is a unified theory of strategic corporate management based on five levels of win‐win relationships for profit/market share, namely: ,1. Loyalty from customers (value for money) – right focus., 2. Commitment from workers (meeting hierarchy of needs) – right attitude., 3. Co‐operation from suppliers (expanding and reliable business) – right connections., 4. Co‐operation from distributors (expanding and reliable business) – right channels., 5. Respect from competitors (setting standards for business excellence) – right strategies. The aim is to create values for all stakeholders. This holistic people‐oriented approach recognizes that, although the world is increasingly driven by high technology, it continues to be influenced and managed by people (customers, workers, suppliers, distributors, competitors). The philosophical core of ICS is action learning and teamwork based on principle‐centred relationships of sincerity, trust and integrity. In the real world, these are the roots of success in relationships and in the bottom‐line results of business. ICS is, in essence, relationship management for synergy. It is based on the premiss that domestic and international commerce is a positive sum game: in the long run everyone wins. Finally, ICS is a paradigm for manufacturing companies coping with change and uncertainty in their search for profit/market share. Time‐honoured values give definition to corporate character; circumstances change, values remain. Poor business operations generally result from human frailty. ICS is predicated on the belief that the quality of human relationships determines the bottom‐line results. ICS attempts to make manifest and explicit the intangible psychological factors for value‐added partnerships. ICS is a dynamic, living, and heuristic‐learning model. There is intelligence in the corporate strategy because it applies commonsense, wisdom, creative systems thinking and synergy to ensure longevity in its corporate life for sustainable competitive advantage.

The purpose of this research is aimed at discussing the external and internal strategic fit in corporate ventures in Latin America.

This study is based on empirical investigation through semi‐structured interviews administered to the managers of multinational companies operating in Mexico. The success of the corporate ventures in Mexico has been evaluated from the perspectives of economic and relational attributes. The results of the study showed that the degree of fit between a corporate parent and venture affects the success of the venture. The success is associated with high levels of commitment, competitive skills and dynamics in the functional management of the venture. In this study the variables of economic and relational dimensions of external and internal fit have shown greater association with venture success. It has also been found that ventures opt for greater autonomy and less economic dependency with their parent ventures for leading success and these findings make an intuitive sense.

The study may have limitations on generalizing some of the findings because of the survey type study.

Corporate venturing as a strategy for international business development has become significant in view of the process of globalization resulting in free trade and business development opportunities for multinational companies. This study provides an understanding of the venture managers to succeed in Latin American business environments in view of the organizational culture and employee behaviour.

This paper is based on the economic and behavioural indicators affecting strategic fit in the corporate venture.

This paper would contribute to important areas in Latin American business where such studies are scarce.

The recent oil spill disaster in the Gulf of Mexico as well as a multitude of other corporate scandals repeatedly draw attention to the importance of good corporate governance. This paper seeks to explain the possible reasons for violations of principles of good corporate governance in corporate practice.

The paper opens with a brief illustration of the Deepwater Horizon case by relating BP's corporate governance rules to its actual decision making in the context of offshore drilling in the Gulf of Mexico. The insights gained through this analysis are used to identify a basic precondition for the realization of good corporate governance in corporate practice.

This paper finds a link connecting the conflicts in the relationship between short‐ and long‐term interests of corporations and good corporate governance. Occasionally, deficits in the institutional environment foster the pursuit of quick wins through violations of corporate governance rules. To resolve the tension between short‐ and long‐term objectives, good institutions are required that provide incentives for sustainable behavior without endangering corporations' short‐term competitiveness. This is the starting point for global governance efforts.

On the basis of the analysis in the paper, new implications for business are derived with respect to the relationship between corporate and global governance.

The paper derives a theoretical framework that captures the relationship between corporate governance and global governance. This framework identifies an interplay between corporate and global governance that allows corporations to bring good corporate governance to life and thereby to invest in the conditions of their sustainable success.

The purpose of this paper is to clarify and demonstrate the core contributions of communication departments to organizational success beyond traditional ideas of messaging or information distribution. The main aim is to develop a better understanding of the different facets of value that the communication function delivers by introducing a distinction between strategic and operational contributions, following established management models.

The research is based on an extensive literature review at the nexus of communication management and strategic management research and ten qualitative case studies in large, internationally operating German organizations from different industries, combining in-depth interviews and document analyses.

The newly developed Communications Contributions Framework demonstrates that communications serve the corporation in four strategic and operational dimensions and emphasizes the critical role of communications in reflecting and adjusting organizational strategies, i.e. through identifying opportunities to innovate or securing intangible assets.

The paper outlines different application scenarios for how the new framework can be used in practice, i.e. as a multi-faceted rationale for explaining the impact of communication departments in the language of top management and reporting communication success in the logic of business.

The framework provides the first theoretically and empirically based “big picture” of communications’ contributions to corporate success, designed to lay ground for further discussions both in academia and in practice.

The paper aims to show how Latin American corporate executives are faced with a serious problem, low trust and peer confidence. The factors of criticism in the workplace, increased corporate controls, and growing expectations for improved performance and accountability, have accompanied this decline in trust. Traditional approaches to corporate governance, epitomized by organizational behavior theories, have focused on short‐term profits and organizational systems, which fail to achieve desired results. This paper presents the analysis of behavioral dimensions of cross‐cultural team performance in corporate environment in Mexico.

This paper is based on a literature review of previous research contributions focused on the managers of multinational companies operating in Latin American countries in a cross‐cultural environment. The success of the corporate ventures in Mexico has been evaluated from the perspectives of economic and relational attributes. The discussion in the study revealed that the degree of fit between a corporate parent and venture affects the success of the venture.

The paper finds that corporate venturing as a strategy for international business development has become significant in view of the process of globalization resulting in the free trade and business development opportunities for multinational companies. The success is associated with high levels of commitment, competitive skills and dynamics in functional management of the venture. In the study the variables of economic and relational dimensions of external and internal fit have shown greater association with venture success. It has also been found that ventures opt for greater autonomy and less economic dependency with their parent ventures for leading success and this finding makes intuitive sense.

The paper shows that the success in corporate venturing is associated with high levels of commitment, trust, group dynamics and skills in functional management of the venture. The discussions in the paper offer analytical insights for the managers to develop an operational balance in the team to achieve higher performance.

The thesis of the paper is developed around the issues of the cross‐cultural variables affecting workplace environment in reference to trust, team work and gender sensitivity required for achieving efficiency in a business ventures. The paper explores and maps the symbiosis between the cognitive drivers of team member personality and organizational work culture.

This paper seeks to consider the interaction between corporate brands and organisational cultures within less successful UK financial services organisations to provide guidance about better managing corporate brands.

A total of 41 in‐depth interviews were conducted within less successful UK financial services organisations from a grounded theory standpoint.

Given the link between culture and employee behaviour and the criticality of employee behaviour in services brands, organisational culture was perceived by managers and staff as being key to brand success. However, amongst the corporate brands studied, the cultures were not brand‐supportive and a misalignment was noted between culture and brand. The study found that the organisational cultures were confusing and inconsistent, were undergoing a process of change, were focused on quantitative performance targets, were averse to innovation and in one case were unnecessarily “tough”.

The results highlight the need for managers to be attentive to the consistency and congruence between values in the organisational culture and corporate brand, to ensure that cultural change is managed appropriately, to adopt a holistic approach to brand management and to empower employees. A model is posited of the cultural pitfalls to avoid when managing corporate brands.

The value of the paper is that it can help financial services brands achieve their potential by allowing them to manage the interaction between culture and brand so as to optimise brand performance by avoiding the pitfalls encountered within less successful brands.