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A new management ‘system’ has been developed which is so comprehensive and integrated that it provides a new direction in management thinking. On the basis of real‐life experiences at the ‘sharp end’ of management rather than theoretical research, it argues that business failures are not so much the fault of managers but a result of the entire system of management. The new approach that it recommends is so fundamentally different that I have named it ‘Second Generation Management’. Rather than ‘force‐fitting’ functional management systems into business plans with little synergy or linkage between them, Second Generation Management first identifies the comprehensive needs of the business. Using ‘shared models of management’, it develops a cadre of skilled managers to provide direction, co‐ordination and support so that the business operates as ‘one brain’. This system of Second Generation Management has already been quietly and successfully implemented by a variety of companies on both sides of the Atlantic.

In a turbulent economic climate, characterized by pressures to improve productivity and reduce costs, leadership and performance management have a more central role in helping to ensure competitive advantage. The purpose of this paper is to explore current demands on leaders; and endeavours to explore linkages between management education and agile leadership.

Taking a grounded theory approach, this paper uses the concepts of volatility, uncertainty, complexity and ambiguity (VUCA) to investigate the impact on desired attributes of leaders and the extent to which this is underpinned by current management education programmes. It draws on the VUCA model of agile management to examine current practices and experiences and considers future trends. Empirical research includes case studies and analysis of management syllabuses.

Syllabuses do not reflect the attributes that organizations expect leaders to possess and are content driven rather than process focused. VUCA is not yet mainstream in academic thinking.

There is a disparity between the output of business schools and the expectations of organizations. This may affect productivity. It is suggested that the use of live consultancies may provide a more beneficial management development experience.

This research opens an international debate that seeks to assess the relevance of current management education to the needs of organizations for agile, high-performing leaders.

On 1 April 1978, the Israeli peace movement burst into world consciousness when an estimated 25,000 Israelis demonstrated in Tel Aviv to urge the administration of Prime Minister Menachem Begin to continue peace negotiations with Egypt. A grassroots group called Peace Now is credited with organizing and leading that demonstration. Today, the “peace camp” refers to left‐wing political parties and organizations that hold dovish positions on the Arab‐Israeli conflict and the Palestinian issue. While some figures in the Labor Party view themselves as the peace movement's natural leader, political parties further to the left like the Citizens Rights Movement (CRM) and Mapam are more dovish. In the last 10 years, many grassroots peace organizations have, like Peace Now, formed outside the political party system, with the goal of influencing public opinion and eventually having an impact on policy makers. Peace Now is still the largest, most visible and influential of those organizations.

The purpose of this paper is to explore the relationship between organizational strategy, performance management and training and development in the context of the Jordanian banking sector.

Models of strategic human resource management developed in the west are considered for their relevance in Jordan. A mixed methods approach is adopted employing interviews with senior managers and training and development managers, employee questionnaires and documentary analysis. It examines all banks in Jordan including foreign and Islamic banks.

Findings indicate that training and development is not driven by human resource strategy and that it is reactive rather than proactive. Training and development does improve skills, knowledge, attitudes and behaviors but there is little evidence that it increases commitment and satisfaction nor that it contributes to strategic aims in any significant way. The linkages between strategy and training and development are not explicit and strategies are not interpreted through performance management systems. Consequently there is a lack of integration in organizational HR systems and the measurable contribution of training and development to competitive advantage is minimal

The paper offers suggestions as to how greater integration between strategy, performance management and training and development might be achieved in the Jordanian context.

This paper is the first detailed empirical study of training and development in Jordan to include considerations of transferability of western models to an Arab culture.

Highly‐skilled knowledge workers make location decisions in response to many determinants. This paper seeks to focus on life‐time earnings and the desire to pursue a personal research program – a life‐long pursuit of interesting puzzles.

A conceptual discussion and approach are taken.

The paper argues that access to personally interesting research problems and institutional support structures which allow them to be pursued should be considered alongside pure earnings factors in understanding why researchers and scientists move internationally – and why they may stay put when the economic incentives to move appear high. A nation's innovation policies can be important for influencing such workers' decisions and the impact of these policies shaped by migration flows. This little‐researched connection is explored in the final, policy‐oriented section.

Provides insights on why, in a world of intensifying competition for scarce knowledge workers, countries can ill afford negative net migration of highly‐skilled workers.

Demonstrates the structure and approach used in a workshop to train trainers in case research and writing skills. The purpose of the workshop is to apply basic principles to the design of a practical methodology for monitoring and evaluating the outcomes of training programmes and to produce indigenous training materials for future courses in the field of business development and entrepreneurship. The research subjects are new entrepreneurs and new enterprise ventures in a transitional economy. The context is a know‐how transfer project designed to develop the capability of the staff of an eastern European partner institution. The workshop approach is presumed to be an effective mechanism for concept sharing to avoid the worst of the obstacles that can be encountered due to differences in culture and language. Deals with questions of principle and application in two parallel themes, presenting general principles for case research and case writing, and describing how the case research team applied them to produce a practical methodology to achieve their own project objectives. Concludes that the model works effectively to achieve the training objectives.

Considers the failure of industrial management techniques to overcome resistance to change which exists in organizations. Recounts the ideas behind David Hall′s new management technique (model management) which could possible overcome “the shadow side” of company activities. Lists the model types of model management and suggests what shadow side effects are in a company, providing five categories of activity. Reveals how to manage these negatives, and to illustrate quotes sections of Gerard Egan′s latest book.

Choosing Varieties of Capitalism as the title of their 2001 edited volume, Peter Hall and David Soskice monopolized a label that was much too broad for the project they were actually reporting. Their project was in line with a style of research, which may be called “bringing yet another factor back in”. That term stems from another pioneering edited volume emerging – like Hall and Soskice's volume – from the Harvard circuit: Evans, Rueschemeyer, and Skocpol's (1985) Bringing the State Back In. Following that volume, a number of other factors were “brought back in”: classes, geopolitics, finance and so on.

This paper aims to conduct a systematic meta-analysis on emerging economies to summarize these effects and throw light on the strength and heterogeneity of these conditionalities.

This paper proposes a new methodological framework that allows country- and firm-level effects to be combined. The authors hand collected information from 175 studies and around 1,100 estimates in Eastern Europe, Asia, Latin America and Africa from 1940 to 2008.

The two main findings indicate that “macro” effects are much larger than enterprise-level ones, by a factor of at least six and the benefits from foreign direct investment (FDI) into emerging economies are substantially less “conditional” than commonly thought.

The empirical literature has not reached a conclusion as to whether FDI yields spillovers when the host economies are emerging. Instead, the results are often viewed as conditional. For macro studies, this means that the existence and scale of spillover effects are contingent on the levels of institutional, financial or human capital development attained by the host economies. For enterprise-level studies, conditionality relates to the type of inter-firm linkages, namely, forwards, backwards or horizontal.