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This article describes several lessons learned during my career. Some describe ways of approaching intellectual issues and others express values and attitudes underlying these approaches. Although the lessons have evolved in a largely academic context, they seem equally appropriate in the world of practice. The personal rules of thumb and ideas inherent in these lessons are typically developed and practiced implicitly. However, readers should find these explicit statements relevant in different ways. Some lessons might be candidates for adoption outright. Others might be constructive points of departure for evolving a related lesson better suited to one's own working style. All lessons, whether or not they are agreeable or appropriate, can serve as thought starters by challenging readers to surface their own implicit career lessons for comparison.

In this chapter, I highlight Marjorie Lyles’s contribution to the field of international management. Rather than attempting to present a comprehensive overview of her scientific career, I focus on three areas of her scholarship that I believe have influenced the direction of research in the field. First, I discuss her contributions to the study of organizational learning, both in terms of theory and empirics. Second, I provide an overview of the impact of her pioneering research on knowledge transfer in emerging economies. Third, I summarize her influence on the management profession.

This paper defines and explores the concept of intelligent spirituality. It is a deeply-grounded, emotionally-inspiring, spirituality that is human-centered, pragmatic, and intelligent. While the name is new, the idea itself has a well-respected pedigree. The American pragmatist philosopher, educator, and activist, John Dewey, more than anyone else, defined the parameters of intelligent spirituality, demonstrated its usefulness in the modern world, and, perhaps most importantly, exemplified it as a living option in his daily activities.

For those interested in the contemporary “spirituality movement” – advocates, critics, or spectators – and especially how it affects today’s business organizations, the idea of intelligent spirituality, as discussed here, provides a useful set of precise criteria to evaluate some of the many changes which are occurring in corporate America and are defended under the banner of spirituality in business. Can one distinguish, for example, between legitimate and illegitimate spirituality? Are some forms of spirituality more useful than others? To what extent can spirituality play a positive role in contemporary business? Is spirituality necessarily related to coerciveness and intolerance in business? This paper explores the assumptions of intelligent spirituality and attempts to answer these questions.