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The growth and dynamics of International Management Centres between 1982‐1990 as a network of management development providers is described. The exchange characteristics of the IMC network analysed together with a description of its communicative and symbolic overlays.

Posits that every enterprise must institutionalize its workplace learning systems and opportunities in such a way that it radiates what it has already achieved and from this moves on to realize its full potential – in short, the enterprise itself is the key. Examines in successive chapters: the individual manager and questioning insights (Q); the major systems which the enterprise uses to capture and structure its learning; a SWOT analysis of the enterprise′s total learning; action learning, its contribution to the achievement of enterprise growth, and the role of programmed knowledge (P); the Enterprise School of Management (ESM) as a phoenix of enlightenment and effectiveness rising from the ashes of traditional, less effective management training initiatives; and, finally, the practical realization of the action learning dream, as evidenced by emerging examples of successful and profitable implementation worldwide. Concludes with a selection of pertinent abstracts.

Aims to review what has been learned and published recently about networking, using examples from the experiences of the International Management Centre (IMC). Describes the IMC network and leadership process (including the use of the two‐level Bulletin Board System and the Atherton Intelligence System) before discussing why networks are necessary and detailing how they function. Covers areas such as finance, network evolution, and the major causes of failure. Concludes that networks are an important tool for the future in view of their ability to change to meet market needs.

The purpose of this paper is to report the effect of multiple reflow cycles on ball impact test (BIT) responses and fractographies obtained at an impact velocity of 500 mm/s on Sn‐4Ag‐0.5Cu solder joints.

Solder balls were mounted on copper substrate pads with immersion tin surface finish, supplied by two vendors. For these particular test vehicles and test conditions, fracture near the interface between the interfacial Cu₆Sn₅ intermetallic compound (IMC) and copper pad was identified as the only failure mode induced by BIT.

Measurement results indicate that BIT characteristics in general degrade as the number of reflow cycles increases. Furthermore, scanning electron microscopy observations show that the thickness and grain size of interfacial Cu₆Sn₅ increase with increasing number of reflow cycles. This correlation confirms the familiar notion that a thicker Cu₆Sn₅ degrades the interfacial strength.

There are few reports that can attribute failure directly to the IMC(s) at the interface. This paper, however, successfully correlates the weakening solder joints with the thickening and shape changes of IMC(s) in a direct way.

The purpose of this paper is to remind investment advisers of the need for robust compliance policies and procedures in light of a recent SEC administrative proceeding in the case of IMC Asset Management, Inc.

The paper describes discrepancies the SEC cited in IMC's compliance program and its chief compliance officer's (CCO's) performance, and recommends compliance policies and procedures that firms should review, including compliance staff training, experience and competence; appropriate number of compliance personnel; periodic review of policies and procedures; and attention to SEC examination findings.

This matter follows several other settled cases, which were resolved in late 2011, in which the SEC alleged serious overall compliance program deficiencies and found that the CCOs at those firms did not devote enough time to compliance responsibilities.

In light of the SEC administrative proceeding, investment advisers should consider the compliance program review measures recommended in this article.

The paper provides practical guidance by experienced financial services lawyers.

Reviews how International Management Centres (IMC) have used their world wide network to facilitate managerial learning in corporations, and points out how the Internet is now used to provide courseware, set up interactive groups of students and to access an on‐line library; outlines how in 1995 IMC’s information dissemination systems was improved by seeking certification under ISO 9002, and itemizes how the process itself galvanized the organization. Discusses the benefits that have accrued since certification was granted in November 1996, and notes how it has facilitated joint‐venture discussions with partner universities.

Describes the evolution of an Internet‐driven dynamic quality assurance system for action learning programmes across the world. It replaced a relatively inefficient paper‐based process and was preceded initially by Bulletin Board/ electronic data interchange procedures. Its success was imperative for a global Business School to comprehend how Sets were proceeding while avoiding “controlling” processes that contradict the action learning paradigm. This was further reinforced in the joint venture between International Management Centres and the University of Surrey, as both were required to meet quality assurance monitoring requirements of disparate agencies globally. When the procedures gained ISO 9002‐accredited status, there was an upsurge in concern to improve further the patterns of Faculty induction and continuous training and development for their facilitation skills through Faculty development scholarships and delivery effectiveness workshops. The approach is now operative for North America, Africa, Asia Pacific, Australasia and Europe.

This paper aims to invastigate of the wetting and interfacial properties of Sn-(3-x)Ag-0.5Cu-(x)Bi (x = 0.5, 1 and 2 in Wt.%) Pb-free solder alloys at various temperatures ( 250, 280 and 310°C) on Cu substrate in Ar atmosphere.

In this study, new Sn-(3-x)Ag-0.5Cu-xBi systems, low Ag content quaternary lead-free solder alloys, were produced by adding 0.5, 1 and 2% Bi to the near-eutectic SAC305 alloy. The wetting angles of three new alloys, Sn-2.5Ag-0.5Cu-0.5 Bi(SAC-0.5 Bi), Sn-2Ag-0.5Cu-1Bi(SAC-1Bi) and Sn-1Ag-0.5Cu-2Bi(SAC-2Bi) were measured by sessile drop technique on the Cu substrate in argon atmosphere.

In accordance with the interfacial analyses, intermetallic compounds of Cu3Sn, Cu6Sn5, and Ag3Sn were detected at the SAC-Bi/Cu interface. The results of wetting tests show that the addition of 1 Wt.% Bi improves the wetting properties of the Sn-3Ag-0.5Cu solder. The lowest wetting angle (θ) was obtained as 35,34° for Sn-2Ag-0.5Cu-1Bi alloy at a temperature of 310 °C.

This work was carried out with our handmade experiment set and the production of the quaternary lead-free solder alloy used in wetting tests belongs to us. Experiments were conducted using the sessile drop method in accordance with wetting tests.

The purpose of this paper is to describe, review and critique the concept of integrated marketing communications (IMCs) and to suggest ways forward conceptually and managerially.

This paper critically reviews the emergence, growth and current status of IMC.

As the authors consider IMC diffusion in business practice, its generic acceptance in terms of theory and obstacles or difficulties standing in the way of further developments, this leads to positioning IMC more ably, strengthening its theoretical foundations, critiquing its contribution so far and assessing conceptual and managerial issues.

As a critical review, the authors draw upon data from wide variety of academic IMC research. However, there is an identifiable specific need for in-company empirical research.

Where IMC is applied in a strategic way, with a view to creating synergy among the different marketing communication elements to achieve short- and long-term returns, the approach can be and is associated with greater consistency among messages and functions, and leads to cost savings, easier working relations between different departments, better utilisation of media and promotional mix elements, together with greater efficiency and enhanced returns.

The value of the paper lies in its detailed review of the literature, IMC’s significance in terms of conceptualisation and business practice, and underlines the need for further in-company research.

Describes how an independent business school, International Management Centres (IMC), has created a virtual library in partnership with database publisher Anbar Electronic Intelligence. Outlines the action learning methodology used by IMC in delivering management development programmes, and the virtual business school model being developed and used. Examines the relationship between the partner organizations, highlighting the benefits each gains from the collaboration. Analyzes the benefits being experienced by IMC faculty and students from the virtual library investment to‐date, anticipated benefits, and future investment in online information resources.