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This paper provides a case study of a previously unresearched industry, Engineering Process Plant Contracting, it examines how a project management firm responded to heightened competitive pressures through a process of entrepreneurial innovation. A key component in this focused on the corporate human resource function as a full business partner in project management and its contribution to the “bottom line”, a clear recognition of its positive strategic significance. The evidence suggests that prevailing competitive conditions determine the nature and direction of HRM’s strategic integration with a firms entrepreneurial goals. Where cost reduction strategies prevail the function is likely to institutionalize entrepreneurial goals determined elsewhere. Where cost containment and the reduction of internal inefficiencies prevail a more positive integration between the function and the firms entrepreneurial goals is necessary.

Brian Leavy interviews Chris Kuenne and John Danner about research into entrepreneurial personality published in their new book Built for Growth: How Builder Personality Shapes Your Business, Your Team, and Your Ability to Win Corporate.

By studying personality types, executives can learn how different types of successful entrepreneurs function, how they’re wired, motivated, lead and manage.

Using Kuenne’s and Danner’s“Builder Personality Discovery” instrument, corporations can begin to recognize which types of potential entrepreneurs they have, and then how best to support and reward their efforts in creating new business value.

Each typically interacts differently to five major dynamic challenges that every business builder faces, the “solution dynamic,” the “team dynamic,” the “customer dynamic,” the “sponsor dynamic” and the ‘scale dynamic.’

Essential insights for corporate leaders championing entrepreneurial business builders in their firms and for assessing leaders of potential acquisitions.

The rapid emergence of the microelectronics revolution has led to an upsurge of new business enterprises in the information technology field. The entrepreneurial skills required to turn a take‐off venture into a successful business enterprise are substantially different from those required to manage established business organisations; entrepreneurship, intrapreneurship and the management of innovation are inextricably linked and will be a dominant feature of commercial life over the next decade. Identifying, understanding and applying such skills require the immediate attention of managers of any enterprise.

Suggests that the end of the twentieth century may witness the end of modernity and that the post‐modern world of organizations will be driven by a new set of expectations. On the one hand certain trends are discernible as a result of globalization and on the other internal debates within Organizational Development will reshape intervention strategies through organizational learning and Human Resource Development.

In the $75 billion restructuring of the defense industry during the 1990s, no company that does business with the military has emerged unscathed. Take Raven Industries Inc., a widely diversified, $140 million company based in Sioux Falls, S.D. At one point, Raven garnered 90% of its sales from defense contracts; now defense accounts for just 4% of its business.

In a study during Industry Year (1986) 3,000 managers contributed their views of where they would like to be in the future and gave their reasons. They also offered ideas as to what had made them successful so far in their careers, and what training and development they felt they needed for future success.

I'm delighted to have been invited once again to an Aslib conference to share with you some views on the subject of information management. The Association's selection of the theme ‘The Adaptive Information Manager’ this year is particularly timely because it seems to me that we are at a juncture in the introduction of information management into organisations where there is neither so much a problem of philosophical acceptance of the idea, nor of methodological implementation alternatives (not that those concerns are unimportant), as there is the question of the impact of such a major management reform on the ability of enterprises to adapt and assimilate. In short the crucial issue is how resilient the company, or other kind of organisation is to the kaleidoscopic variety of impacts and changes.