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This paper describes how NatWest Markets’ (NWM) recent initiative in knowledge management was born and the ways in which it has already evolved to meet the organisation's needs. NWM's knowledge management programme has not attempted to apply theories and impose changes from above, but has encouraged systematic experimentation linked to clear business targets.

Describes how, in response to a weakened market share, the USA sponsored the White House conference on travel and tourism which was held in October 1995. A highly successful event, the conference proposed strategies and tactics which encourage international travel to the USA. Suggests that, on the one hand, this conference points to future increased competition which the USA will exert within the international tourism industry. On the other hand, believes the findings and suggestions of the conference may be useful to the European travel and tourism industry as it forges tactics for its own future growth.

This position paper focuses on the current tensions and challenges of aligning inpatient care with innovations in mental health services. It argues that a cultural shift is required within inpatient services. Obstacles to change including traditional perceptions of the role and responsibilities of the psychiatrist are discussed. The paper urges all staff working in acute care to reflect on the service that they provide, and to consider how the adoption of new ways of working might revolutionise the organisational culture. This cultural shift offers inpatient staff the opportunity to fully utilise their expertise. New ways of working may be perceived as a threat to existing roles and responsibilities or as an exciting opportunity for professional development with increased job satisfaction. Above all, the move to new ways of working, which is gathering pace throughout the UK, could offer service users1 a quality of care that meets their needs and expectations.

Abelha et al. (2018). “Transformational Leadership and Job Satisfaction: Assessing the influence of Organizational Contextual factors and Individual Characteristics” Review of Business Management, Volume 20 No 4, pp. 516–532. Avolio, B. J., Zhu, W., Koh, W. and Bhatia, P. (2004). Transformational leadership and organizational commitment: Mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 25(8), pp. 951–968. John M Alexander and Jane Buckingham, “Common good leadership in Business Management: an ethical model from Indian tradition”, Blackwell Publishing, 2011, UK and USA. Angus Corbett (2016). A systems approach to regulatory excellence (pp. 255–270), Achieving Regulatory Excellence, Brookings Institution Press, retrieved from http://onlinepubs.trb.org/onlinepubs/PBRLit/Corbett.pdf. Cary Coglianese (2015), Listening, Learning, Leading- a framework for regulatory excellence, Penn Program on Regulation, sourced from https://kleinmanenergy.upenn.edu/wp-content/uploads/2020/08/Listening-Learning-Leading_Coglianese-1.pdf

First, skills: to help students to apply their knowledge in transformational leadership; to help students to apply their understanding of impact of transformational leadership on organizational excellence in not-for-profit organizations. Second, knowledge enhancement: to understand the various components of transformational leadership; to enable the students to understand the different components of organizational excellence with a special focus on not-for-profit organizations and government regulators; to enable the students to understand the process of impact of transformational leadership on organizational excellence and its relevance in emerging markets context. Third, attitude development: students should understand the importance of leadership and its impact in emerging markets.

The case elucidates the transformational leadership style of AICTE Chairman and his key attributes of humility, high ethical standards, openness to ideas and suggestions and problem-solving attitude. The case also highlights how the transformational leadership style of AICTE Chairman heralded the journey of Organizational Excellence of AICTE – an Indian Technical Education regulator. The case maps the change of AICTE from an inward-looking, controlling, opaque organization to a forward-looking, enabling, transparent organization.

This case can be used in leadership classes for Management in Business Administration (MBA) students and participants in executive development programs. The case focuses on transformational leadership and its impact on organizational excellence in context of emerging markets The case also outlines the various components of organizational excellence in not-for-profit organizations and government regulators and hence provides a fresh perspective for measuring organizational excellence.

CSS: 10: Public Sector Management.

The topics “environment,” “environmental design” and “environment and behavior studies” are important and promising in architectural discourse. The academic culture of the global west plays a unique role in the development of the knowledge within the field of environmental design research (EDR), from which these concepts originate. This paper examines the western names, works and ideas related to EDR that have spread into Russian architectural discourse. The purpose of this paper is to consider the status quo of Russian knowledge of EDR and its connection with the western EDR tradition.

The method of research in this paper is the analysis of references and keywords of architectural publications from the largest Russian academic online library – e-library.ru.

The origin, evolution and current state of environmental architectural knowledge in Russia are discussed. Its segmentation including the presence of several self-organized spheres within the EDR domain and the variety of “dialects” of environmental language are illustrated. The connections of each segment of Russian knowledge with western authors and sources are traced. Further, conclusions are drawn regarding the similarities and differences between Russian and western knowledge in the field of EDR.

The relationship of Russian architectural theory with western EDR knowledge has not previously been the subject of a comparative scientometric study.

Significant differences exist in terms of use and demand of urban public space in different districts and communities. In this study, PSPL survey was made in about one year to investigate the type and occurring time of outdoor activities and the visitors' demand difference of Round-City-Park in Xi'an, China. The survey method for collecting data included spatial classification, photographic recording, field observation, questionnaires and interviews. Then a new method of Virtual Typical Day (VTD) was put forward to analyze usage pattern of public space in the daily life. According to our results, laying out more public spaces close to residential area can make a more vigorous city. And the results also reveal that there exist some problems of uneven usage periods in different spaces, various space requirement from different age groups, insufficient support of space and facilities and so on. Based on the survey, an optimizing strategy of adaptive design is proposed such as setting mobile “stage” and providing flexible “props” according to the changing demands. The proposed design approach can encourage people to participate in outdoor activities, improve usage frequency of public spaces, and stimulate vitality of the city. This may also apply to other Chinese cities.

This paper discusses the parallels between business strategy and improvisational comedy.

This is an opinion column.

This column examines certain surprising commonalities between business and strategy on the one hand, and improvisational comedy on the other. Strategy, like improv, is creative reaction to a reality that you cannot control (the actions of other people), in real time.

Injects useful ideas from an unlikely source into the process of business strategy.

The Student Christian Movement (SCM) arose from the formal integration in one unit of a number of different strands of student‐run evangelical religion in British Universities(1). The Jesus Lane Sunday School in Cambridge, staffed by students, had been open since 1827. David Livingstone's visit to Cambridge in 1858 inspired the Church Missionary Union and in the same period Cambridge students began a Daily Prayer Meeting. In 1877, the students brought their various efforts together into the Cambridge Inter‐Collegiate Christian Union (CICCU). Similar movements were developing in other colleges. The first major links were created by the “Cambridge Seven”. Even at the end of the period of the “Saints” (as Wilberforce and his fellow evangelicals were known), more than three‐quarters of the men who volunteered for foreign missions were artisans, shop‐boys, labourers and apprentices(2).