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It is argued that, as firms become increasingly aware that people are among their most valuable strategic assets, they are reappraising the way in which they manage their human capital. The emphasis is shifting from “personnel management” to the wider, strategic concept of “human resource management” (HRM) in which human resource policies and activities, including training and development, are linked more closely to business strategy. Human resource specialists who wish to develop a more strategic approach to people management must establish credibility with top management as key figures in the achievement of successful results.

Describes how leading international companies are developing global managers. Stresses the need for an international spirit and international career development. Considers the role of management education and poses a challenge to business schools. Concludes that companies′ ability to “think globally and act locally” depends on their success in building highly flexible yet cohesive international organisations.

The current need for language training is discussed and, perhaps more importantly, with a view to 1992, cross‐cultural awareness. Language training is geared to cultural understanding rather than total fluency.

Some firms are shifting towards a transnational approach to international business. Their success will depend on the firm′s ability to foster “networks of opportunity” in the organisation, and on developing a new mind‐set among managers that encourages them to think outside the constraints of where they have been before and to look beyond conventional boundaries. In the transnational firm, management development and organisation development go hand‐in‐hand. The firm′s international management development policy will not be effective unless it has created the right environment. Developing international managers calls for a multifaceted approach that builds on both on‐the‐job development and off‐the‐job education.

Research into the provision of management education in the UK and Europe is summarised and perceived future demand, constraints on growth and planned strategic initiatives, primarily in the UK, are presented. It is concluded that teaching will need to be much more issue‐based than disciplinary‐a feature of the newer management education programmes (e.g. IMC′s MBA).

The increasing internationalisation of business and transition to a global economy are discussed, with special detail on the views of UK and Scandinavian managers as revealed by a “Management for the Future” project carried out at Ashridge Management College. Cultural factors, including national differences in management style, and readiness to learn foreign languages, can be modified by management development processes. For the international manager of the future, however, attitudes and values may also need to develop a greater openness.

It is argued that as firms become increasingly aware that people are among their most valuable strategic assets, they are reappraising the way in which they manage their human capital. The emphasis is shifting from “personnel management” to the wider, strategic concept of “human resource management” (HRM) in which human resource policies and activities, including training and development, are linked more closely to business strategy. Human resource specialists who wish to develop a more strategic approach to people management must establish credibility with top management as key figures in the achievement of successful results.

One of the biggest challenges facing European companies is the development and training of tomorrow's top managers — today's high fliers. The way in which those high fliers are developed and trained — particularly in the early stages of their careers — will be crucial for the future of European businesses.

This paper aims to explore the phenomenon of molecular gastronomy by conducting empirical research focusing on renowned chefs.

The approach taken is a literature review summarising past culinary innovations then the paper focuses on the origins and evolution of molecular gastronomy, followed by 18 phenomenological interviews with a snowball sample of world class chefs from across Europe.

There is far greater confusion about what molecular gastronomy might be than is implied in previous studies. The term has become wrongly used to describe a possible culinary movement mainly as a result of media influence. Leading chefs, whose new restaurant concepts have become associated with it, reject the term.

With only 20 years of history molecular gastronomy is still a comparatively new phenomenon. This initial research presents a clear picture of its evolution so far and the increasing confusion the use of the term has created. It is still far too early to decide if these are heralding a new gastronomic movement.

Although molecular gastronomy itself may not provide a foundation for a genuine and lasting development of cuisine it is generating fascination with the fundamental science and techniques of cuisine and showy culinary alchemy. As with nouvelle cuisine poor quality copycat chefs could bring into disrepute the reputation and practices of those who are at the vanguard of culinary and restaurant innovation.

This paper is the first widespread primary study, across five countries, into recognised exceptional chefs' understanding of molecular gastronomy. It clarifies that molecular gastronomy was never intended to be the foundation of a culinary movement and identifies four key elements for the development of lasting cuisine movements and trends.

In a circular letter, addressed to local authorities by the Board of Agriculture on December 28, 1901, with reference to the Milk Regulations, the Board suggested that in the absence of any special circumstances indicating the commission of fraud, the local authority might in the first instance call the attention of the vendor to the adverse report of the analyst, and afford him an opportunity of submitting any explanation he might desire to offer on the subject. The Board further expressed the opinion that if the explanation were one which the local authority “felt able” to accept, they might, in the exercise of their discretion, refrain from the institution of proceedings, or withdraw any summons which it might have been necessary to take out in order to avoid the failure of proceedings, at the same time making arrangements for the taking of further samples of the milk supplied, in order that a satisfactory conclusion as to its character might be arrived at. The issue of this letter was obviously a retrograde step, which could only be taken to indicate that the Board were “wobbling” over the milk standards—standards laid down by themselves on the strength of the overwhelming evidence in favour of the institution of those standards as absolute minima, which was laid before the Board's Departmental Milk Committee in 1900. If any proof were wanting that this is a correct view of the case, that proof would be afforded by the issue, on March 27 last, of a further circular letter from the Board, in which the views expressed in the former letter are reiterated, and the study of which can only produce amazement, not unmingled with disgust, among those who have had any experience worthy of the name as regards the working of the Adulteration Acts in this country. Presumably the Regulations were laid down upon due and proper cause shown. By issuing the documents referred to the Board have called the validity of their own Regulations in question, and have suggested that public authorities should base no action upon those Regulations in the absence of other evidence, the nature of which is not stated, indicating “the commission of fraud.” The action of the Board amounts to a smack in the face for the producer of honest and genuine milk such as the purchaser is entitled to get, and can only tend to the introduction of additional loopholes of escape for the dishonest and incompetent.