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President Bill Clinton has had many opponents and enemies, most of whom come from the political right wing. Clinton supporters contend that these opponents, throughout the Clinton presidency, systematically have sought to undermine this president with the goal of bringing down his presidency and running him out of office; and that they have sought non‐electoral means to remove him from office, including Travelgate, the death of Deputy White House Counsel Vincent Foster, the Filegate controversy, and the Monica Lewinsky matter. This bibliography identifies these and other means by presenting citations about these individuals and organizations that have opposed Clinton. The bibliography is divided into five sections: General; “The conspiracy stream of conspiracy commerce”, a White House‐produced “report” presenting its view of a right‐wing conspiracy against the Clinton presidency; Funding; Conservative organizations; and Publishing/media. Many of the annotations note the links among these key players.

Strategic planning in general – not specially within an educational context. It poses the question about choice of planning method and offers an answer that it all depends on the overall strategy. Briefly looks at different planning modes from short, medium to long‐term.

Organizational change in an evolving technological age is reconsidered here. Extant organization theory focuses largely on technologically‐induced transformation. This paper argues that this focus is inappropriate. With the proliferation of information technology in the workplace, change literature propounds a particular view of the organization: a lean, flat and networked organization. Reevaluating future change and future shock literature prediction, we establish a more realistic account of technology and the organization and question the accuracy of the “altered organization” expectation. In developing a conceptualization of a “limited reality of change,” we imply that predicted changes are not as clear cut as certain proponents would have us believe. Though there is a willingness throughout technology change literature to slip into the language of organizational transformation, this paper indicates that the reality of change is far more restrictive than has largely been previously acknowledged We conclude by proposing the coexistent organization as an alternative—arguing that hierarchical organizational forms can coexist with a networked organization—and discuss implications for organization change theory.

Although professionals and the professions are vital players in all economic and business areas, there is a chronic shortage of research on professionals and their organizations in emerging markets. The purpose of this paper is to explain many fascinating and vital opportunities for research in these areas.

As a framework the author uses the five categories of professional organization research developed by Brock et al. (2014); and as such discusses: organizational models and structures, micro-organizational issues, diversity, new professions, and societal issues. For each category the author begins with a recent news item concerning emerging market professionals, outlines underlying scholarly issues, and presents some examples of significant indicative research. Finally, the importance and opportunities for research in emerging economies is presented along with some examples and directions for future work.

This short essay has endeavoured to show the importance of research in professionals and professional organization, to explain its relevance to contemporary society in general, and to present a concomitant research agenda.

First, it is crucial to understand that professional work is vital to the development of all developing markets. Further, research into professional work and organizations in emerging markets is severely lacking. Finally, this essay explains five areas with special research potential, each with examples from the emerging market context, and presents directions for future work.

The acquisition of knowledge through mergers and acquisition (M&A) may not create value—usually because the knowledge may not be transferred, or transferred but not integrated. The purpose of this paper to develop and test a theoretical model of knowledge and performance in the M&A process.

Theory, model and case analysis.

The literature review led us to distinguish between three main categories of knowledge along the different stages of the M&A process: acquired knowledge in the pre-merger stage; and transferred knowledge and integrated knowledge in the post-merger stage. The application of the model is illustrated in a case study of technology M&A, which includes data collected from annual reports before and after the merger.

The model recommends acknowledging the differences between the acquired knowledge, transferred knowledge and integrated knowledge when examining the relationship between knowledge and performance in M&As. In addition, the model suggests considering several factors that influence future knowledge integration in the pre-merger stage. Ignoring the three categories and the factors may be the reason for the reports of previous studied stating that the acquisition of knowledge-based resources is associated with negative announcement returns to the acquiring firm.

The paper presents new procedures to measure knowledge, collecting data on R&D employees by using annual reports. In addition, the paper suggests adding “in-process R&D” as an “Acquired Knowledge” measure.

This chapter explores archetypal change in the context of professional service firms. To understand recent and ongoing changes in professional service firms, we briefly show how the professional archetype has evolved since the 1960s. We then present four theoretical models to describe processes by which institutionalized archetypes can change, and possibly coexist in the same field. Three professional archetypes are described, each in the context of historical development and the change model described earlier. At the one extreme is the traditional professional partnership; at the other the larger, multidisciplinary, corporate, global professional network, or GPN; in between is the “Star” form – relatively specialized, flatter structure, resisting significant growth, with fixations on excellence, and being the leader in a professional niche.

The purpose of this paper is to propose and test a model that uses “organizational attention” as an explanatory factor of knowledge transfer, and apply it to firms pursuing a replication strategy – like McDonalds or Starbucks.

Data were collected from three coffee chains, empirical findings that operationalize and illustrate their different attention profiles are presented, and differences in their replication outcomes are demonstrated. The paper concludes with some qualitative analyses of the linkages between attention and replication success.

Each chain has a different attention profile, reflected in varying attention to knowledge sources and domains. These profiles are found to be consistent with each three outcome measures of each chain's replication strategy – namely uniformity, accuracy, and distinctiveness.

The paper extends prior understanding of the knowledge based view of the firm, organization, learning, cognitive limits, attention, and templates into an explanatory model of the process of knowledge flows, selection, and effectiveness in implementing replication strategies in service firms.

The proposed model is a pioneering examination of the influence of organizational attention on exploiting knowledge as a strategic resource; and specifically on three indications of the success of the replication strategy, namely accuracy, uniformity, and distinctiveness.

This paper seeks to explore and explain the dramatic organizational changes that took place over a relatively short time period in the five largest global professional networks, or GPNs – a group of organizations that were originally global accounting firms and traditionally accustomed to relatively gradual change.

Begins by describing the background of divestiture and diversification in GPNs. The data were collected from the firms' web sites, interviews with GPN managers, e‐mail requests for information via Big Five web sites, and from reports in the newspapers and business press over the two‐year period to June 2001. Uses neo‐institutional theory to study the context, precipitating dynamics, and enabling dynamics of large‐scale organizational change, including the part played by governmental and regulatory forces.

Explains the extent to which changes have occurred in a sample of countries in which these organizations operate, noting that the firm effects seem to be stronger than the country effects in the consulting area, while country effects are more pronounced in the law area.

This paper is an original study of mainly secondary data – including those collected from firms' internet sites – analyzing change in an institutionalized environment. It is one of the first studies to make use of the GPN concept. Researchers and practitioners interested in professional service firms in general will find a unique combination of data, analyses, and conclusions.

The aim of this project was to investigate whether combinations of strategies, planning modes and levels of autonomy are associated with superior college effectiveness relative to other combinations of these variables. It was hypothesized that a college pursuing a prospector strategy ‐ with an emphasis on continuously seeking new client segments and/or developing new offerings ‐ would be more effective with longer‐term and more externally oriented planning, and with more autonomy for its dean. Conversely, a college pursuing a defender strategy ‐ relying on traditional client segments and offerings ‐ would be more effective with shorter‐term and more internally oriented planning, and with less autonomy for its dean. Generally, the hypotheses pertaining to the prospector‐type strategy were supported, while those involving the defender strategy were not supported. Discusses implications for practitioners and researchers.

The purpose of this paper is to examine the encounter between the voluntary nonprofit organization (VNPO) and the strategic process in order to study how these organizations may harness strategic processes in a way that somehow does not threaten their cultures and social mission.

The paper adopts an exploratory case study approach.

The case study identifies a set of complex, multi‐faceted behaviors that serve a dual role, functioning simultaneously as both inhibitors and enablers of the strategic process. As a framework for future research, the paper proposes a two‐dimensional scheme which models the scope and mode of organizational behavior in a strategic process. The case study indicates that VNPOs may tend to adopt what is classified as a “sectional‐organic” pattern of response. This pattern of response balances the organization's needs for continuity and change, enabling the execution of the process in a manner compatible with the specific organizational characteristics of the VNPO.

Previous studies of strategic processes in the VNPO have reported resistance and partial, stunted processes, stemming from the organization's need to protect its mission‐oriented identity from the threats posed by a strategic process. However, the results of this case study, in which the subject organization managed to successfully develop an effective strategic plan, suggest that the behavior pattern of the VNPO in a strategic process may not be strictly defensive.