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To investigate the importance of the work of French cultural theorist Paul Virilio for critics of international business.

The article employs Virilio's and others' writings on “dromoeconomics” or the political economy of speed and “hypermodern” forms of organization with the aim of expounding a “Virilian” approach to the critique of international business. This standpoint necessitates a discussion of dromoeconomics in addition to deliberations on “hypermodern organization”. Two jointly authored articles by the author are introduced and explored as examples of a Virilian perspective on international business.

The author argues that whilst a Virilian point‐of‐view regarding the field of international business might initially appear as inappropriate to orthodox critics, a deeper examination reveals its usefulness.

The article considers Virilio's groundbreaking cultural theory in view of contemporary debates over international business, dromoeconomics, and hypermodern modes of organization.

Through a critical review of the impact of luxury international business, this study aims to contribute to an understanding of business activities that depend on an unequal distribution of income and wealth.

Drawing on a wide range of academic and practitioner literature, this study adopts a critical luxury studies approach to provide an assessment of the economic and social impact of luxury international business.

Luxury is an increasingly important sector of the economy, which contributes to the welfare of increasing numbers of people across the world. Alongside its dependence on an unequal distribution of income and wealth and the negative aspects to which this gives rise, luxury business generates significant benefits to the economy and society through promoting economic growth, innovation, cultural enrichment, improved quality of the built environment and environmentally sustainable business practices. Nevertheless, an appropriate level of regulation and taxation on the excesses of contemporary luxury consumption could improve the welfare of all. Hence, luxury international business warrants investigation by critical scholars who recognize the complexity of the benefits and dark sides arising from luxury.

This study draws on an extensive review of academic and practitioner literature. However, primary research is required to investigate further the key issues identified.

Through an exploration of the impact of the production and consumption of luxury, this study reveals how luxury businesses serving the super-rich can contribute to the welfare of society whilst also giving rise to negative outcomes.

By adopting a critical luxury studies approach, this study offers an original contribution to the field of international business and introduces avenues for future critical international business research.

The purpose of this paper is to question extant categorizations of organization and to introduce the concept of the hypermodern organization. In so doing, it aims to contribute to the understanding of the hypermodern organization by means of a case study of the accelerated appearance and disappearance of Enron.

Consideration is given in the paper to organization and its various forms, namely, the premodern, the modern and the postmodern organization. The hypermodern organization is then introduced and elaborated upon. To demonstrate the contemporary relevance of the hypermodern organization the increasing speed of both the appearance and disappearance of Enron is reviewed. The contribution of an increase in velocity to the disintegration of the hypermodern organization of Enron is considered.

Existing approaches to organizations and organizational change in the main fail to recognize the context and impact of hypermodernity. To address this, the paper introduces and develops the concept of the hypermodern organization. The relevance of the hypermodern organization to an appreciation of organization and organizational change is demonstrated through an analysis of the accelerated appearance and disappearance of Enron.

The paper introduces a new conception of organization and organizational change. Further research is necessary to verify and build on the findings.

The paper contributes to the understanding of organizations and organizational change. It argues that the information and consumer‐driven societies of the advanced countries are characterized by hypermodernity. Existing approaches to organizations and organizational change essentially disregard the significance and impact of the hypermodern organization. The paper suggests that one of the results of the hypermodern organization is the accelerated appearance and disappearance of business organizations.

The paper aims to introduce the manner in which management and organization theory have viewed space and time as significant resources and to put forward a number of more contemporary views as to how space and time is both managed and experienced.

The paper adopts a postmodern approach in assembling what it regards as “fragments” from a variety of disciplinary discourses on space and time. Each fragment presents, putatively, a different voice, theme or motif which are intended to help the reader better understand the trajectories contained in the other papers in the volume.

The paper finds that conceptions of space and time are fundamental to the manner in which organizations are managed and organized and are a symbolic order inter‐related to themes of power and control. The manner in which we experience space and time is open to manipulation and specifically a form compression that displaces critical reflection and may make individuals prone to external locus of control. The manner in which time and space are linked to the suppression of human agency and the imperatives of capitalism cannot be overestimated and require reflexive consideration.

The paper, and the volume as a whole, recognises time and space as social constructions and thus open to “reconstruction”. Space and time are not simple a priori categories that are fixed, immutable absolutes and knowable entities. The recognition of the intersubjective “nature” of space and time is shown to help us better appreciate the different manner in which space and time is experienced and the manner in which space and time are used in the management of change.

THE Manchester School of Librarianship was founded in October 1946, one of the original five schools opened in the autumn of that year. It was attached to the Department of Industrial Administration in the Manchester College of Science and Technology and was thus something of an exception, as the majority of schools of librarianship were attached to Colleges of Commerce or general Colleges of Further Education. As accommodation was very limited in this rapidly expanding college, the then City Librarian of Manchester, Charles Nowell, kindly offered the use of two rooms in the Central Library, so after a brief period in the College building, the students were moved to the Central Library, though the School remained administratively a part of the College. Many former students must have memories of those two curving rooms, the Manchester Room and the Lancashire Room, with their old‐fashioned school desks.

OPTIMISM as to the outlook is shown by the report from Sheffield of a book‐moving day, or perhaps returning‐day would be a better phrase, which involved the return from safe storage to the Central Library of 10,000 books, 5,000 manuscripts and plans, and 10 tons of newspaper files. This probably is the first record of a homeward pilgrimage for hundreds of thousands of volumes of books as well as artistic and other treasures from bomb‐proof concealment. It is, however, yet too early for the districts in southern England to undertake the risk involved in such return. The newspapers are wisely silent about the areas in which there is still risk, but they are quite inarticulate as to the nature of the risk and it is clear that it covers a large area. The recent mobilization of air defences at Edinburgh suggests too that the particular type of attack to which Great Britain is still subject may not be confined to the south of England—from the nature of the weapon there appears to be no reason why it should be. Nevertheless, the risk that we think Sheffield takes is a legitimate one. People have returned in large numbers to their own homes; they need libraries and within reasonable limits they should have them. Our best work cannot be done when the valuable part of our stock is in inaccessible places. This return of books will create in many towns a serious storage problem: we can point to libraries which distributed their stock and which through accessions, gifts from evacuated people and other sources of accession, have filled most of the space occupied by their ordinary stock. Most of us need new buildings and our priority for them must be low. The ingenuity of librarians will be severely taxed in this as in many other matters.