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The purpose of this paper is to contrast “doing more” and “knowing more” corporations. The paper sheds light on what makes a corporation competitive in the marketplace.

The paper discusses the concept of “doing more”, as exemplified in practice by Microsoft under the leadership of Steve Ballmer. The paper relies on recent debates on Microsoft to make its point.

Based on a survey of the current literature on Microsoft and its CEO, the paper demonstrates that only corporations that are innovative and shape the competition landscape are able to make a difference in the marketplace and significantly alter the competition equation.

The paper reflects on the state of Microsoft and what has led to its inability to recognize key shifts in technology and customers' expectations. The paper sets the stage for a better understanding of corporations that are about “doing more” and those which focus on reinventing themselves and their industry by being about “knowing more”.

In the Internet age, what you may consider your corporate secrets are exposed for all to see. To protect your privacy, decide what your secrets really should be‐and vigorously defend them.

SPEAKING at a meeting of the Engineering Industry Marketing Group of the Institute of Marketing recently, Sir Montague Finniston, FRS, FMS, made an attack on the future plans of the British Steel Corporation. He maintained that to make substantial cuts in the Corporation's steelmaking capacity was “absurd”.

This paper aims to identify between polity similarities and differences of “brand‐personality traits” projected by corporate‐slogans of corporations operating in Greater China (CGCs) to see if Greater China is a cultural unit, and to examine CGC bilingual corporate‐slogans to see if patterns are in evidence and if certain ways of crafting the slogans are more effective.

Corporate‐slogans are collected from web sites of major CGCs. The sample is analysed using Aaker's Brand Personality Scale and relevant rhetorical concepts.

The sample shares more commonalities than differences, suggesting Great China is a cultural unit; and the majority of the slogans are crafted by direct translation and parallel drafting, and the latter is deemed more effective.

This is a heuristic and hypothesis‐generating study and is entirely based on linguistic data. Studies with an empirical design are required to see if the findings have psychological validity.

If Greater China is a cultural unit, it should have bearing on corporate‐communication professionals in CGCs in terms of the adoption of corporate‐slogans, corporate names and artefacts related to corporate identity and image.

Hitherto studies of corporate‐slogans are mostly based on corporations operating in the West. This is the first study of CGC corporate‐slogans that cover four polities that succeeds in identifying patterns in methods of bilingual corporate‐slogan crafting and in “brand‐personality traits” projected by these slogans. The latter indicates that CGCs are operating not simply in a region, but in a cultural region.

Singapore is a small, densely populated city-state, which has become a prosperous global trading, investment and communications hub. In light of this, particular challenges have arisen in the development of its infrastructure to meet its needs. These challenges are met by harnessing private capital in the design, building, management and funding of the infrastructure. The purpose of this paper is to examine various arrangements in using private capital within key infrastructure sectors: mass rapid transit, roads, water supply, electricity generation and transmission, maritime ports and airport, ITC services, and industrial infrastructure, and to consider how full privatization, limited privatization (government-linked companies), direct government provision through statutory authorities (relying partly on private borrowing), and a mix of the above arrangements require infrastructure providers, even statutory authorities, to follow business practices.

This paper adopts an empirical, discursive and critical approach.

The Singapore government has continued to see its role as steering the economy into niche sectors where Singapore can acquire a competitive edge, and to overall facilitate economic development through active intervention. This includes, amongst other things, state-sponsored training and education, capital grants to start-ups, trade promotion, various fiscal incentives to businesses, guarantees for bank credit, etc. (Ghesquiere, 2007). This twin-pronged approach has been reflected in the development and management of the infrastructure. In line with the creation of a strong free enterprise economy, privatization and private capital has been a central feature of infrastructure investment and management.

The paper shows how private capital can be used through privatization and borrowing from the private sector to manage the infrastructure. This may be considered an appropriate means to meet the needs of a densely populated small state which is also a global hub for trade, research, investment and communications. It also shows how the harnessing of private capital can be combined with continued government control to ensure that the infrastructure development reflects public policy and adheres to required standards.

The objective of this chapter is to interpret a supply chain as an ontological entity with being-in-the-world of spacetimemattering. A case study approach is adopted to reveal the strategies undertaken by one of China’s fastest growing Internet companies – Xiaomi Inc. – to create competitive advantage through its management of product design and supply chain integration. Utilizing publicly available data, we analyze the company with quantum storytelling and network analysis techniques. Our analysis concludes that Xiaomi’s success originates from two aspects. First, Xiaomi is a good storyteller, who makes stories appealing to customers by involving them into product design and branding. Second, Xiaomi’s parsimonious supply chain substantially improves its market responsiveness and reduces disruption risks; more importantly, it helps to offer products of great value to customers.

The Foreign Corrupt Practices Act (FCPA) of 1977 and its amendment – the Trade and Competitive Act of 1988 – are unique not only in the history of the accounting and auditing profession, but also in international law. The Acts raised awareness of the need for efficient and adequate internal control systems to prevent illegal acts such as the bribery of foreign officials, political parties and governments to secure or maintain contracts overseas. Its uniqueness is also due to the fact that the USA is the first country to pioneer such a legislation that impacted foreign trade, international law and codes of ethics. The research traces the history of the FCPA before and after its enactment, the role played by the various branches of the United States Government – Congress, Department of Justice, Securities Exchange commission (SEC), Central Intelligence Agency (CIA) and the Internal Revenue Service (IRS); the contributions made by professional associations such as the American Institute of Certified Public Accountants (AICFA), the Institute of Internal Auditors (IIA), the American Bar Association (ABA); and, finally, the role played by various international organizations such as the United Nations (UN), the Organization for Economic Cooperation and Development (OECD), the World Trade Organization (WTO) and the International Federation of Accountants (IFAC). A cultural, ethical and legalistic background will give a better understanding of the FCPA as wll as the rationale for its controversy.

Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange for Auto Parts procurement by GM, Ford, Daimler‐Chrysler and Renault‐Nissan. Provides many case studies with regards to the adoption of technology and describes seven chief technology officer characteristics. Discusses common errors when companies invest in technology and considers the probabilities of success. Provides 175 questions and answers to reinforce the concepts introduced. States that this substantial journal is aimed primarily at the present and potential chief technology officer to assist their survival and success in national and international markets.

This paper relies on a “trinity of menetypes” of group knowing which captures the essential decision‐making dynamics of board membership. Formal, corporate decision‐making processes require higher commitments of time and cognitive energy of directors – certainly, the requirement is of non‐executive directors to make more formal contributions to the “political” process that determines corporate commitment to appropriate courses of action. There is a fundamental shift from “managerialism” to “politicism” in the corporate dynamics of organization – a shift in “menetype” driving governance dynamics. This wholesale shift in orientation has accentuated personal and group values as key determinants of corporate efficacy. The paper proposes structural reforms to corporate/agency governance conventions, including a greater focus on performance and strategy, greater independence of more effective and extensive audit processes and a greater transparency in the nomination and remuneration of top‐executive appointments.