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Many corporations in America today are facing a dilemma. They are moving along on their first curve of growth, but they have a sneaking suspicion that what they're doing today is going to be superseded by the second curve—a radically new way of doing business. All their current profit is coming from the first curve, but their future growth will be on the second curve. (See the sidebar, Comparing the Curves, on page 9.)

In case you haven't heard, strategy is back. According to a recent Business Week article, “Business strategy is now the single most important management issue and will remain so for the next five years.” Strategy has gone in and out of fashion more often than “top‐down leadership.” But these days, corporations are searching for new avenues of growth to recover from the questionable restructuring caused by downsizing, reengineering, and other cost‐cutting measures. The common thread for businesses and political and consulting experts is that they all believe long‐term, sustained economic growth demands innovative, aggressive, actionable strategies. Strategic planning has become the crucial tool that can help steer companies in the right direction.

Changes in government policies threaten to remove an important source of funding that enables people with mental health problems to be supported to enter and progress from further education to employment and university. Ian Morrison and Stephen Clift describe one such scheme whose future is in doubt, and the journeys undertaken by some of the people it has supported.

It has often been said that a great part of the strength of Aslib lies in the fact that it brings together those whose experience has been gained in many widely differing fields but who have a common interest in the means by which information may be collected and disseminated to the greatest advantage. Lists of its members have, therefore, a more than ordinary value since they present, in miniature, a cross‐section of institutions and individuals who share this special interest.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

This paper utilizes a new data base on the international activities of small, new ventures in Korea to examine the impact of internationalization on firm performance. Main findings are two‐fold: first, the degree of internationalization by new ventures is related to firm performance in a non‐linear fashion with four phases resulting in the new M‐shaped curve; and, second, the internationalization of the new ventures in the home region of the triad moderates positively the non‐linear M‐shaped relationship between the two as their degree of internationalization increases.

Investigates the differences in protocols between arbitral tribunals and courts, with particular emphasis on US, Greek and English law. Gives examples of each country and its way of using the law in specific circumstances, and shows the variations therein. Sums up that arbitration is much the better way to gok as it avoids delays and expenses, plus the vexation/frustration of normal litigation. Concludes that the US and Greek constitutions and common law tradition in England appear to allow involved parties to choose their own judge, who can thus be an arbitrator. Discusses e‐commerce and speculates on this for the future.

Volunteer-based organizations are dependent on volunteers to meet the goals of the organization. Identifying and training volunteers as leaders of the organization is one way to increase positive social change in their community. However, there is limited literature investigating the outcomes of providing leadership training to volunteers. This case study determined participants’ perceptions of a volunteer leadership training experience compared to observations of the actual leadership training. A focus group revealed three themes that were both supported and refuted by observations of the training: (a) the need for refreshers and follow-up trainings, a disconnect between understanding leadership concepts and applying them in the volunteer scenario, and the transfer of for-profit skills and experience to the non-profit setting.

Recently I remarked that my collection of Caithnessiana is diminishing to the point of invisibility, but no longer had that been said than a copy of David Morrison's The idealist landed on my desk and reopened the whole question of what is happening on the literary scene in the far North. More, in fact than I had suspected. Some of it stems from atomic energy at Dounreay and the growth of Thurso as a dormitory for the Dounreay staff.