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Defines “developmental management” as based on individuality, attunement and alignment rather than on planning, co‐ordination and control. Discusses the “soft edge” of the organisation as opposed to the hierarchical and paternalistic side and compares European with Japanese styles. Considers it to be important now and will demand new management skills.

Published rankings of business schools and MBA programmes have created considerable controversy. This paper describes the rationale and approach of one of the leading global rankings.

The paper describes the rationale and approach of the Economist Intelligence unit's Which MBA?

The validity and relevance of rankings of business schools and programmes are directly related to the choice of criteria against which the ranking takes place. The criteria used by the Economist Intelligence Unit/Which MBA? ranking are student‐centric and comprise a serious attempt to distinguish those business schools and programmes that best meet the factors that potential MBA students consistently say they are looking for.

Compared with a decade ago there is considerable information available about business schools and MBA programmes. Published rankings help to distil this information, allow less‐publicised schools on to the “radar” of potential students and extend choice.

The purpose of this paper is to reflect upon the responsibilities and opportunities that arise for management education out of the 2008/2009 economic and financial crisis, with a focus on the emerging leadership role of Asian business schools, notably in China.

The paper begins by identifying three fundamental challenges for management education. It then discusses two conceptual issues relating to, first, the contents and systems to be included in curriculum reform and learning, and second, the drivers of change in management education. The paper draws upon conceptual papers advanced by leading business school deans, and identifies conditions which provide Asian business schools with a unique, transformational role.

The depth, breadth and seriousness of current economic and social problems in emerging economics suggest that the necessary reform and transformation of management education is most likely going to be led by business school deans and management education faculty located in and working with business leaders in emerging markets. China business schools are likely to emerge as thought leaders in the reform process in part due to the quality of scholars, especially “returnees”, now locating there.

Thought leadership from Asian/Chinese business schools will change the current academic model, based on one‐way knowledge transfer, to a two‐way learning model. This transformation from industrialized to emerging economies will have far‐reaching consequences for curriculum design, faculty exchanges and international cooperation between business schools.

The shift toward Asia‐ or China‐originated thought leadership is evidence of a wider international social trend.

The paper challenges existing views of management education which are still led by Europe and North America, thus offering a new perspective on the drivers of change in management education.

ONE of the pressing problems that faces the public librarian of to‐day is the finding of adequate protection for the property committed to his care. The open‐access library loses books; at any rate now‐a‐days. But there is no means of prosecuting borrowers who take an extra book from the library in their pockets. There are model standing orders which may be adopted, which regulate the conduct of readers in reference libraries and reading rooms, but a book‐thief may plead that he meant only to borrow a book that has been found in his possession, and his offence will be treated merely as a technical breach of the rule that a book must be “charged” before it is taken from the library. When a clear case has been made, as in the notorious Walthamstow case, a foolishly sentimental Bench will refuse to help the libraries. We would urge the Library Association to give some consideration to the drafting of model standing orders which will give legal effect to the present “rules” under which libraries work, rules which the vicious may defy almost with impunity. The safety of the books in most libraries depends, actually, on public ignorance of the fact that most of our rules have no legal authority behind them.