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Consists of a series of nine articles under the same title. Each article provides a different slant on the hiring process. Outlines the legal position when hiring employees and concentrates on providing a framework for managers. Covers areas including job analysis and descriptions, where to advertise and recruit, selection criteria, the interview, testing, negotiating the offer of employment and references. Briefly describes trends in employment practices and ways to minimize potential litigation through best practice.

To illustrate the applicability of kaizen in higher education.

Kaizen process was used for ten courses contained in a part‐time executive MS degree program in management.

Kaizen was found to be an effective process for improving graduate business school courses and the value proposition for students.

Further opportunity to quantitatively correlate kaizen results with student satisfaction.

Kaizen can help higher education institutions compete more effectively against both traditional non‐profit and newer for‐profit sources of higher education.

Presents insights, lessons learned, and critical reflections from the first known application of kaizen in higher education for this purpose.

To present an outsider's view of how management education can be significantly improved.

Focuses on correcting several obvious deficiencies in courses and degree programs to create highly differentiated educational experiences that are more relevant to student's needs and the organizations that employ graduates.

Proposes a suite of 11 interconnected improvements as well as a fundamental re‐structuring of the MBA program designed to simplify it, provide greater focus, improve relevancy, and impart needed thematic consistency.

Presents 11 practical improvements individual faculty or schools can readily incorporate into existing courses or degree programs. The proposed curriculum for a completely re‐structured MBA program can add distinctiveness and expand the value proposition for students and their employers.

The suite of 11 improvements and proposed MBA program curriculum changes offers an alternate route for preparing students for future global business challenges. The proposed improvements are intended to serve as a foundation for discussion and debate, and hopefully future action as well.

The purpose of this paper is to understand the production processes utilized by the Malaysian construction industry (MCI).

The paper follows an earlier work published in this journal in which the authors analyze the global construction industry focusing on the evolution of lean production systems.

The future of construction is exciting. International markets, innovations in technology, and techniques of construction project management, new relationships across disciplines are all avenues of development. To make the best use of their opportunities, the MCI must invest in research and development (R&D), undertake public education about the field and develop new methodologies to improve operational performance in construction.

This paper provides a detailed analysis of the MCI, it's impact on the economy, key success factors, struggles and problems that the industry currently faces. Analysis of key functional areas like operations management, R&D, and occupational safety and health administration provide insights into improvement.

A large number of small-scale industries have shown their existence in India, tough competition among them made the survival of small industries difficult. All facing problems like reduced production and poor quality. The case study presented in the paper deals with Kaizen implementation in a machine vice manufacturer company. Kaizen has tremendous impacts on the production techniques and lead times. Case study represented is to motivate practitioners for implementing Kaizen in small-scale industries of India. The paper aims to discuss these issues.

The methodology applied to implement the Kaizen in Indian small-scale industry. Fishbone diagrams have been used to represent cause and effects. The result has been shown as savings in terms of money and time.

Processing time has been reduced by 44.4 percent and an amount of Rs. 64,000 has been saved by recovering a total of 80 square feet working area. Improvements in the form of work flow have been achieved.

Value stream mapping can be integrated with Kaizen for more reduction in the product lead time.

The paper will be worthily for practitioners and consultants for understanding Kaizen implementation in small-scale industry of India.

The paper yields lots of values for practitioners to understand the impacts and significance of the Kaizen in small-scale industries of India. Also it bridges the gap between theory and practical of Kaizen implementation in small-scale industry of India.

To consider Critical Management Studies as a social movement.

The purpose is fulfilled by reflecting upon the history of Critical Management Studies by reference to social movement theory, institutional theory and the social theory of hegemony.

Critical Management Studies is plausibly understood as a social movement.

The chapter offers a fresh perspective on Critical Management Studies by representing it as a movement rather than as a specialist field of knowledge.

This paper examines whether or not US‐style management education is beneficial to society and presents a review of recent events, which suggest that management education must be improved. Two principal approaches to management education and resulting practice are presented and framed differently to better reflect and comprehend societal impacts. They are termed high waste and low waste, where waste is defined as activities and behaviors that do not add value and can be eliminated. High waste management practice, or conventional management, is what the majority business schools teach. Low waste management practice, rooted in the principles and practices of the Toyota Management System, is much less common in business school education. Proposes three improvements to management education that will deliver greater benefits to society while simultaneously promoting the interests of business.

This study aims to address Industry 4.0 (I4.0) technologies that can improve the research and implementation of lean supply chain management (LSCM) and the enhanced LSCM subfields in I4.0 technologies.

The authors conducted a systematic literature review to detect, categorize and assess recent data, highlighting patterns and providing suggestions for potential research in this field, to investigate I4.0 literature and its effect on LSCM. The authors examined 79 published types of research from the Scopus database that were published between 2010 and 2021 and classified them into four LSCM fields: logistics, production, supply chain and marketing.

The authors can emphasize the fact that the literature on this topic is in progress, from early German academic research to the current creation of new effects around the world. The majority of the potential effects investigated were discovered to improve specific areas that ultimately enhance the practices of the four LSCM domains as well as performance outcomes. The authors were also able to assess the extent to which present and upcoming I4.0 technologies can improve LSCM research and implementation.

To the best of the authors’ knowledge, this is the first study of its kind. Although some research looked into various areas of I4.0 and LSCM topics, there has been no research specifically looking into the impact of I4.0 on LSCM. The originality of this study lies in the treatment of the main fields and sub-fields of LSCM, which can benefit from the technologies of I4.0. Academic scholars interested in the research topics may benefit from the findings of this study. Organizations in various industrial sectors, particularly manufacturing, where lean thinking is used, business professionals specialized in lean operations and supply chain management, along with anyone else who wants to learn more about the interrelationships between I4.0 and LSCM.

This research aims to examine the US–China policy shift from Obama to Biden emphasizing the centrality of Taiwan question in the geostrategic competition with Beijing and its prospect if the US strategy remains unchanged.

A conceptual framework is outlined, illustrating how the US grand strategy is driven by the ideological foundation of Exceptionalism. The paper highlights the associated US policy changes that evolved from Obama to Trump and then Biden to advance Washington's strategic interests in its rivalry with China over Taiwan.

Biden's policy led to an escalating geopolitical competition with Beijing over Taiwan to maintain US supremacy. The Biden administration is more stringent than the previous administrations on the Taiwan question and there is the conviction that the USA must not back down on Taiwan because the alternative will be a retraction of US world primacy to Beijing. With Washington's persistent hegemonic strategy, the US–China confrontation over Taiwan seems inevitable.

The research highlights how the Biden administration managed a perpetuated Ukraine crisis and forged unprecedented high-level ties with Taiwan, indicating the administration's determination to exacerbate contentions with Beijing over Taiwan rather than de-escalate.