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The purpose of this article is to detail the importance of providing structured learning solutions and to give an overview of the Alcatel‐Lucent University.

The article looks into the Alcatel‐Lucent University itself, its approach, the benefits to employees and customers and its future.

This article shows that a structured, comprehensive approach to learning, such as a corporate university, can bring company‐wide benefits.

The corporate university solution of the Alcatel‐Lucent University has brought a number of benefits to both employees and customers and proved the best solution to Alcatel‐Lucent's learning needs.

Since separating from the AT&T Corporation in 1996, Lucent Technologies, Inc. has become one of the world’s leading designers, developers and manufacturers of communications systems, software and products. A key business imperative for Lucent Technologies is, of course, to keep abreast of its ever more aggressive global competition. The leadership of Lucent strongly believes that the core of its competitive advantage is the up‐to‐date skills, knowledge and commitment of its employees, worldwide. Consequently, the Learning and Performance Centre was created at the inception of the company and has been charged with providing the learning solutions that the individuals and organizations within the company need for success. This article describes the approach that has been adopted to link learning and development to business needs, to deliver learning opportunities where and when they are needed via technology, and to assess the impact of learning programs on business results.

Back when the Web was new, Lucent Direct saw how to fit a new sales channel into an existing business model.

Myopic going concern practice refers to the current audit going concern opinion that a firm is rewarded a favorable going concern opinion as long as it has the capability to satisfy its debt obligation in the following year. We show, via a structural agency problem we develop in the paper, that such a practice has a potential economic cost to the firm. We study Lucent Technologies Inc. in detail for its loss in economic value and also measure the magnitude of this impact with 500 companies. We find that Lucent should have lost its going concern status in 2002 as it had to sell off its assets to meet debt obligations and nearly 18% of the 500 firms suffer some degree of economic loss due to the agency problem.

To explain the effectiveness, and otherwise promote, Alcatel‐Lucent University as a training institution for partners, clients, and employees.

Review of the organization and supporting reviews/awards.

Alcatel‐Lucent University is a highly successful, internationally spread organization that mixes a global with a regional approach to learning and training.

It will help corporations to recognize the importance of acknowledging, learning, and utilizing the strengths of local/regional cultures and best business practices within a global organization.

Not a great deal of new evidence, its value is primarily promotional and informative of Alcatel‐Lucent University, its operations, and its success.

This paper introduces a new mathematical model for analyzing the economic benefits of incorporating the fourth party logistics (4PL), which is a contractor (i.e. agent) for the supply chain coordination and construction based on the division of community and the outsourcing development. Based on the physical theory and the wave-particle duality, a supply chain is the special organization whose characteristic has wave-particle duality. The mathematical model enriches the connotation of 4PL and it broadens the thought for 4PL development. Secondly, the proposed mathematical model predicated on transaction costs, is supported by Transaction Cost Theory (TCT) and acts as the theoretical analysis tool of 4PL for coordinating 3-party generic supply chain. Through the model, some trendy conclusions can be drawn to provide theoretical support for 4PL’s practices. Finally, a case illustrates our conclusions.

The purpose of this paper is to review the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Organizational learning has always been vitally important. If anything, it is even more crucial today. New technologies and innovations constantly emerge and help to make an already competitive business environment even tougher. Only the strong survive and that's invariably those companies able to equip their employees and customers with the key skills and knowledge needed to meet current and future challenges. Given this scenario, corporate universities have a significant role to play. Leaders at Alcatel‐Lucent are clearly aware of this fact. This university is a product of the merger between Alcatel and Lucent Technologies and is considered vital in the company's quest to succeed. And so far, so good. It has taken the Alcatel‐Lucent University just two years to create the added value necessary to provide a competitive advantage for the organization.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

To provide a concise briefing on the most topical issues and relevant implications from the top 400 management publications in the world.

This briefing is prepared by an independent writer who adds their own impartial comments and places the argument in context.

In “Take TIME for effective learning”, Albrecht puts forward a theory that the best training should contain four specific elements – theory, instruction, modeling and experience. Albrecht explains the reasoning behind his claims for each of the four elements, and shows how they can be effective. The TIME model is said to be adaptable in line with the level of knowledge of the trainees and their learning styles. The article finishes by illustrating how the benefits of training can be transferred to the workplace, and then providing examples of how to use the TIME model in practice. Heather Johnson's article describes how Lucent Technologies has increased participation in training by 400 percent in 18 months. She argues that Lucent's success is a result of linking training with a particular business objective. Johnson also draws attention to the mistake Lucent made in switching to mostly Web‐based training, and how the company has recognized and rectified this bad move. Finally, the article affirms that this training program has been successful, with increased profits and attained targets. “Sales training bags the results for Cleanaway” describes a new sales training initiative that helped Cleanaway significantly boost profits. In 2002, high new targets meant the focus of the company and the attitudes of the sales team had to be redeveloped. Landale explains how external training specialists STC were hired to develop and deliver a tailor‐made training program that responded to the firm's objectives. The article argues that STC's work was successful because it was supported by one‐to‐one executive coaching for managers as well as motivation and confidence classes for the whole sales team. Cleanaway has achieved more than double the previous number of sales visits, and big increases in written contracts.

Provides implementable strategies and practical thinking that has influenced some of the world's leading organizations.

This paper aims to develop a framework for Chinese telecommunication network companies on how to implement eco‐design by benchmarking its parent foreign company.

A case study approach is used to study key aspects for eco‐design planning in Alcatel Shanghai‐Bell Co. Ltd (ASB). Challenges and possible solutions are discussed.

It is reasonable and effective for Chinese joint ventures to develop their eco‐design planning by benchmarking their parent companies. Key aspects for such eco‐planning include top management commitments, awareness of employees, and training of eco‐design tools.

Eco‐design is still an emerging environmental tool among Chinese telecommunication network companies. As a result, quantified data about eco‐design practices and performance improvements are not available. How to record such data still requires further study and data acquisition.

This paper provides ideas for Chinese (and other) telecommunication companies to develop their eco‐design planning. The proposed solutions can guide Chinese telecommunication network companies to overcome challenges for their eco‐design planning and implementation.

This paper puts forward a framework for Chinese telecommunication companies to initiate their eco‐design practices by benchmarking their leading parent companies. The framework can be applied to Chinese and other telecommunication network companies with few environmental experiences and practices.

The purpose of this paper is to show how contingent claim valuation and, more precisely, structural models, can be used to value the debt and the equity of a corporation. The objective is to provide a general and unified valuation framework.

A discrete version of the Geske model in a binomial‐like environment is implemented. To make the analysis more applied, real data of a corporation – Lucent Technologies, Inc. are used – and the valuation is attempted.

Structural models can be used as a practical valuation tool. The results that are obtained are close to market data. Additionally, the authors are able to determine the price of some non‐traded claims (debt).

While the more direct implication is that structural models can be used as a practical valuation tool, more applied research is needed to better calibrate the models.

To the applied finance literature is contributed by presenting a way of estimating the value of corporate debt and equity by calibrating a discrete version of Geske model. It is believed that this approach is not only interesting from the academic point of view, but can also serve as a useful tool for practitioners.