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The success of Germany’s “diversified quality production” model has been challenged by changes in the global marketplace in the 1990s. German manufacturers have responded by searching for new ways to enhance the numerical flexibility of their labour force. This article focuses on the adoption of three forms of numerical flexibility ‐ annual hour contracts, temporary work and outsourcing ‐ in the German pump industry.

A rubber‐stamp board serves everyone—especially the CEO—poorly.

Previous intra‐European comparisons carried out at the National Institute of Economic and Social Research (NIESR) have identified close links between inter‐country differences in ‘intermediate’ — shopfloor, technician and supervisory — skill levels and relative labour productivity performance. However, in this context the economic performance of the United States constitutes a ‘puzzle’ of considerable interest for, in spite of intense concern about the apparent inadequacies of education and training provision below four‐year degree level in the US, average labour productivity levels in US manufacturing and in the economy as a whole remain the highest in the world.

The argument that the board of directors can be a helpful tool for entrepreneurships and small businesses derives from the rationale for using boards from both a macro and a micro perspective.Society depends on boards to provide overall checks and balances in the running of businesses.This could not be more evident from the role of the board in Enron’s collapse (U.S. Senate 2002).

The boardʼs value to the entrepreneur is found in the application of the micro perspective.Two sets of recommendations are developed to formulate an improved model of directorship actions and behaviors. First, duties and responsibilities of the board of directors are expanded to help guide entrepreneurs.Second, five unique behavior patterns are then proposed that can be particularly helpful in carrying out the duties and activities of the board for guiding entrepreneurial success.

OK, listen up. Here's how to win the 500‐meter freestyle swimming event at the next Olympics: Swim faster than your competitors do. Simple, absolutely true, but not easy advice to work with. You'll find the same sort of advice in the books in this issue's Stack.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Heightened competition is one of the more notable consequences of globalization. Powerhouse nations and emerging economies alike are thus urgently seeking to find new avenues for growth. Not surprisingly, next‐generation industries are placed under the microscope. Countries believe that taking the high‐tech route offers a genuine opportunity to secure or sustain a competitive edge. It is critically important to have a highly skilled workforce in place if such goals are to be realized. Certain nations invest to develop talent at home, whereas others look overseas for the right personnel. Some put their eggs in both of these baskets. This perception of technology as a key growth driver has also inspired a philosophy change in certain economies. Korea, for instance. Instead of following in the wake of technology leaders, it is adopting a more proactive strategy as a means to be at the forefront of development and ahead of China and other rival emerging economies.

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

The author scans the top 400 management publications in the world to identify the most topical issues and latest concepts. These are presented in an easy‐to‐digest briefing of no more than 1,500 words.

The title of a popular song informs us that only the strong survive. In today's challenging business world, that could not be any truer. However, shrewd companies readily acknowledge this and recognize the fact that any organization is only as strong as its leadership. They realize that remaining competitive depends to a large extent on managerial competence, which in turn requires organizational commitment to training, development and education.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.