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Suggests that in many companies that have adopted value‐based management, there is a need to shift the focus of management attention from the measurement of value, to the creation of wealth. Argues that shareholder wealth creation is a creative endeavour on the part of the management and employees of a business – and that wealth will only be created for shareholders if management delivers financial performance that exceeds market expectations. This requires the successful implementation of higher value strategies developed from new ideas – not simply the adoption of value‐based measurement and incentive systems.

To exploit the main implications of the revised series of quality assurance standards ISO 9000:2000 for the certified organisations. The paper aims to identify the anticipated benefits of the changes in the series, as well as the main barriers and pitfalls that may deprive organisations of these benefits.

The paper combines the ideas and views of different authors and studies in this subject and organises them accordingly, based on the author's previous experience and empirical studies on ISO 9000 implementation, in order to fully describe the subject for the reader.

The paper finds that although the revised series of standards may offer important benefits to the certified organisations in areas which were previously considered to be the weak areas of the standards, there are still important dilemmas regarding the degree to which companies will be able to overcome a number of barriers and implementation pitfalls.

The paper is not based on official empirical research, since it is still too early to empirically test the results of the new standard to the certified organisations. However, this would be the focus of a future survey.

The paper offers important information to certified organisations, regarding the main benefits of the new ISO 9000:2000 series and the barriers that they will have to overcome in order to realise them.

The paper is the first one to bring all these ideas regarding the new standard's implementation together, offering a complete, comprehensive review of the new standard, and raising important questions that will have to be answered through further research.

The purpose of this paper is to identify maintenance improvement potentials using an overall equipment effectiveness (OEE) assessment within the manufacturing industry.

The paper assesses empirical OEE data gathered from 98 Swedish companies between 2006 and 2012. Further analysis using Monte-Carlo simulations were performed in order to study how each OEE component impacts the overall OEE.

The paper quantifies the various equipment losses in OEE, as well as the factors availability, utilization, speed, quality, and planned stop time. From the empirical findings, operational efficiency losses are found to have the largest impact on OEE followed by availability losses. Based on the results, improvement potentials and future trends for maintenance are identified, including a systems view and an extended scope of maintenance.

The paper provides detailed insights about the state of equipment effectiveness in terms of OEE in the manufacturing industry. Further, the results show how individual OEE components impact overall productivity and efficiency of the production system. This paper contributes with the identification of improvement potentials that are necessary for both practitioners and academics to understand the new direction in which maintenance needs to move. The authors argue for a service-oriented organization.

No one would argue that leaders have a myriad of significant responsibilities. Using a premise the authors support – leadership is a people business – they aim to utilize their more than 100 years combined leadership to answer the question: what, then, is the real work of the leader?

Narrative based on over 100 years of leadership and consultation on leadership with a wide variety of organizations.

The result is the eight roles of the leader, which are as follows: collaborative developer of mission, vision, and organizational core values; creator of a humanistic work environment; developer of people, builder of capabilities; Initiator of organization‐wide communications; role model of emotional intelligence; utilizer of strategic data; consensus seeker – risk taker; change agent.

The paper discusses each of the roles of the leader in some detail, using a model developed for this purpose. The paper does not attempt to deal with the production, product quality, financial, etc. responsibilities of the leader, only what the authors feel is the principal focus of leadership – the people.

The authors are leaders with over 100 years combined leadership experience. Some are leading theorists and practitioners as well. Defining exactly what is leadership has been a persistent problem for researchers and theorists. Discovering how to create or produce leaders likewise has been a difficult challenge over the years. This paper provides a model that encompasses both challenges to answer the fundamental question, what is the real work of the leader?

Discusses the example of the Whirlpool Corporation and its penetration of the European market in recent years. Examines the stages in the performance loop used to develop and sell products in any given market. Summarizes the approaches formulated from the planning stages above, such as acquisition, together with the introduction and positioning of new and existing brand names in the correct marketsegment. Concludes that marketing globally requires a flexible approach in order to meet the differing competitive scenarios.

This article discusses the work of the Global Peace Index and how peace itself can be characterized in order to analyze its relationship with society. This article explores the various notions and definitions of peace which exist, such as the differences between “Positive Peace” and “Negative Peace.” Peace cannot simply be thought of as “the absence of violence,” there are many complex aspects to take into consideration and which influence the creation of peaceful societies, including political stability, economics, types of government, and business environments, to name but a few.

During difficult economic times the media often highlight examples of failing or failed business organizations. In some cases the demise of corporations is examined in considerable detail often resulting in the following take‐home messages: these are the sins that have brought about your failure; and if things had been done differently you might still be a viable company. This paper aims to point out success stories from creative leaders who successfully navigated through challenging environments.

The paper draws on existing cases from the literature highlighting leaders who led their organizations to positive ends during turbulent times.

There are opportunities for company success despite difficult business environments.

It is rare to read about successful leadership practices during turbulent times. Yet, they do exist. The overwhelming number of examples and cases written about, however, are indeed in the negative direction, not the positive.

CEOs increasingly face the need to foster radical change in their organizations. The makeover may require them to invent a culture that is pervasive, comprehensive, and sharply divergent from the behavior and values of the past. Lacking experience as transformational leaders, most CEOs resort to traditional techniques. They alter structure, modify some systems, and move a few key people. However, simply manipulating these “hard” systems is not enough. In order to bring about the changes necessary for success, the CEO must also alter “soft” systems—including beliefs about the firm and its future, and the style of its key managers.

Organizations are identifying strategic supply chain relationships as a major source for competitive advantage. Interest in the concept is becoming prevalent in many industries, including new product development within the engineering sector. Collaborative supplier relationships are being used in new product development as a tool to share the development burden and reduce the development life cycle. The purpose of this paper is to develop a business process to act as a roadmap for optimum supplier integration.

An Engineering case organisation (Genco Inc.) is explored to provide an understanding of the extent and timing of supplier involvement, within new product development. Subsequently a high level business process is developed to govern early supplier integration, within a product development phase gate model.

The findings suggest and the business model strives to create a more holistic view of supplier integration; extending the scope beyond the individual firm‐centric factors, the paper develops the importance of supplier collaboration, design for supply chain and consideration of the overall value network. The business process creates a move towards defining supplier commodity types pre‐project launch, strategically timing and managing the extent of supplier integration.

The business process can be used to govern supplier integration by categorising commodity type. Each supplier classification can be phased into the development project to maximise the efficiency of development collaboration. The resulting process also acts to share accountability to create future roadmaps and accountability for future competitive advantage.

Currently, to the best of the authors' knowledge, an individual case organisation has not been documented with regards the extent of supplier involvement or timing, nor has an early supplier involvement (ESI) business process been developed.