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Technology, recognized as a key element of corporate success for high‐growth sectors, can also help companies in mature industries. Advanced technology can be used to help companies with aging product lines shift or reposition themselves into industrial sectors with faster growth and greater profits.

It is clear that throughout the 1980s, competitive advantage, new‐product development, new markets, productivity and profitability will be tied directly to technology. Advances on the technology front are revolutionizing both mature and high‐technology industries, radically altering traditional business strategy and triggering dramatic shifts in global market share. Traditional industry leaders are already reeling from the impact of unprecedented global competition, as newly emerged world‐class competitors outperform them, as once clearcut industry lines are blurred, and as government‐business alliances proliferate.

The latest buzz word heard in boardrooms, business schools, seminars, executive conferences, lectures, and in management consultants' proposals is “technology management.” In this context, technology is not simply science applied, nor is it simply research and development activity. Technology has become a synthetic term for a number of techno‐socioeconomic forces at play in our material world. And in technology management we have yet a higher level of abstraction. Its seductive appeal consists of the implicit promise that technology can be managed by the corporation just like any of its other resources such as people, capital, and materials. The term suggests that companies can pick and choose between good technologies that lead to growth and profits, and bad technologies that lead to sterility and decay. It also implies that companies can defend themselves against technological surprises.

A newly‐published edition covering manufacturing and the technical arts selected from Diderot's ‘L'Encyclopedie’ (Edited by C. C. Gillispie, Dover Books, Constable & Co Ltd, in two volumes, with 485 sets of plates)

This paper aims to investigate the role of an under‐graduate educational leadership in introducing students to the complexity of school leadership practice.

Theoretically informed by Bourdieuian social theory and drawing on a questionnaire with a cohort of students, the paper evaluates a course in relation to achieving its outcomes.

An analysis of student responses indicates that the course did introduce students to school leadership practice and assist in the construction of a school leadership disposition.

The theoretical resources used in the paper have significant implications for how researchers conceive of school leadership practice. Therefore, this paper may be the basis of further work.

The findings of this work have implications for teacher educators and specifically universities. From this paper, the inclusion of an educational leadership course in under‐graduate programs should become more the norm rather than the exception.

This paper has value in two unique ways. First, there has been very little work undertaken on the role of educational leadership courses in under‐graduate programs and in the context of increased political attention and no formal pre‐requisites for the principalship in Australia, this work is both timely and significant. Second, this paper works with a sophisticated notion of school leadership practice and its location using social theory, a perspective that is uncommon in much of the literature on educational leadership.

Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover specific articles devoted to certain topics. This Bibliography is designed to help. Volume III, in addition to the annotated list of articles as the two previous volumes, contains further features to help the reader. Each entry within has been indexed according to the Fifth Edition of the SCIMP/SCAMP Thesaurus and thus provides a full subject index to facilitate rapid information retrieval. Each article has its own unique number and this is used in both the subject and author index. The first Volume of the Bibliography covered seven journals published by MCB University Press. This Volume now indexes 25 journals, indicating the greater depth, coverage and expansion of the subject areas concerned.

This issue is a selected bibliography covering the subject of leadership.

This case describes management's sequential reevaluation of Marriott's debt capacity and the decision about how to invest this unused debt. Videotape #5556, “Strategic Leadership,” is designed for use with this case (see Videotape Bibliography).

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

This chapter investigates the nature of the transformation of macroeconomics by focusing on the impact of the Great Depression on economic doctrines. There is no doubt that the Great Depression exerted an enormous influence on economic thought, but the exact nature of its impact should be examined more carefully. In this chapter, I examine the transformation from a perspective which emphasizes the interaction between economic ideas and economic events, and the interaction between theory and policy rather than the development of economic theory. More specifically, I examine the evolution of what became known as macroeconomics after the Depression in terms of an ongoing debate among the “stabilizers” and their critics. I further suggest using four perspectives, or schools of thought, as measures to locate the evolution and transformation; the gold standard mentality, liquidationism, the Treasury view, and the real-bills doctrine. By highlighting these four economic ideas, I argue that what happened during the Great Depression was the retreat of the gold standard mentality, the complete demise of liquidationism and the Treasury view, and the strange survival of the real-bills doctrine. Each of those transformations happened not in response to internal debates in the discipline, but in response to government policies and real-world events.