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Suggests that research attention has increasingly focused on the human aspects of mergers and acquisitions (M&A), particularly the problem of socio‐cultural integration. Alongside high levels of M & A activity, there has been a growing trend towards the reverse process of demerger and divestment. Like M&As, demerger is a major change process and worthy of research attention. Considers the application of theories and themes developed within the M&A literature to the emerging phenomenon of demerger. Discusses these with reference to the ICI demerger in the early 1990s.

The demerger of British Gas in 1996 was one of the largest restructurings in UK corporate history. This paper focuses on the internal communications challenges of the demerger, including the objectives, strategies and results. It is written from the perspective of an ‘insider’ because the author was a member of the executive team of British Gas, responsible for the external and internal communication in the run‐up to the demerger.

The case delves into the significant factors contributing to the steep decline of Sintex shares, examining both external and internal factors. Internally, the primary drivers were the expansion plan, the demerger decision, financial mismanagement and the delayed and inadequate integration of Information Technology (IT) into the business.

Sintex, a prominent private sector company listed in the Indian stock markets, operated in the textile and plastics sectors. However, in 2017, Sintex underwent a demerger into two separate entities: Sintex Industries Limited (SIL) and Sintex Plastics Technology Limited (SPTL). While SIL focused on textiles, SPTL dealt with plastics. However, soon after the demerger, the share prices of both companies began plummeting, leading to significant losses for investors. This case investigates the reasons behind this decline through a step-by-step analysis.

This case is suitable for postgraduate students pursuing an MBA, MMS and executive programs such as PGDBM and PGDM, with a specialization in business strategy. It is also beneficial for participants in management development programs (MDPs) designed for higher level executives. Additionally, the case can serve as training material for executives undergoing strategic role training within an organization. It is recommended to teach the case toward the end of the course, where the instructor can provide a summary of the previous classes’ teachings.

CCS7: Management Science

Seeks to explain why key aspects of the current turmoil in the telecommunications sector is not simply the fact that, both structures and strategies are changing unusually rapidly, and consequences for structures and strategies during the decades remainder. Sums up that technical change has driven the telecommunications sector – just as it did previously in respect of computers, and rapid technical advances mean that first‐movers generally take the biggest risks.

Contends that a continuous process of value‐destruction lurks in many diversified corporates, causing the HQ to depress the performance of subsidiaries, invisibly and inevitably. Cites evidence from research to argue that many big US and UK companies are ripe for demerger. Sums up, that for success and shareholder returns, it is best to be simple, focused, profitable and large.

The purpose of this paper is to discuss the ways in which organisations embedding key performance indicators (KPIs) as part of their organisational activities. Specifically this paper shows the role of cultural change programme in enabling the implementation of KPIs in the context of this study.

The present study was conducted using ethnographic approach. Consistent with tradition in doing ethnographic studies, observation was the main method employed in this study. Additionally, this study employed interview and document review methods.

This study concludes that the operation of KPIs in this organisation were made to work through a programme of cultural change. This finding suggests that accounting measurements such as KPIs can be embedded as part of organisational activities through cultural intervention.

This study provides empirical evidence of the actions people do in making performance measurement works in organisations.

This study adds to the limited number of literatures that link culture and performance measurement.

The trend towards massification and consolidation in electronic publishing was observed by Schiller in 1980, and is confirmed in the base maps drawn by McLaughlin for the Harvard Program in Information Policy Research. Schiller found the already apparent massification of the communications industry worrying, as links between the US government and the two major players, IBM and AT & T, were strong and likely to increase.

As with post‐World War II economic policies, boom or bust are terms which can be applied to the birth rate. For those of us who are baby boomers, used to our place in the demographic spotlight as a focus for endless “what do young people want?” media features, the realization that marketing attention is switching to a new baby bust generation comes as something of a shock. After record births between 1946 and 1964, the rate decreased dramatically between the years 1965 and 1980. This new generation is entering the workforce en masse (albeit a smaller mass than in previous years) about now. Their new‐found spending power is having an impact in consumer markets causing marketers to ask the question “what do young people want?” and causing baby boomers everywhere to realize that, once again, a generation gap has opened up.

The importance of family firms for the development of capitalism, both past and present, has in recent years become widely recognized. Today there is a fast increasing body of literature about forms of family business and variations in family capitalism. Despite this new interest, few of these studies have made the family itself the focus of enquiry – and how different types of family structures and cultural traditions may influence the strategies and development of the family firm. Such connections are explored by comparing and discussing two cases of family firms and their history, set in Norway and Italy, respectively. It is argued that these two cases may be seen as examples of quite different ‘modes of familism’, with different implications for the running of an economic enterprise. These differences concern, first and foremost, cultural conceptions of gender, forms of inheritance, and the role of marriage in constituting the family firm.