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The purpose of this investigation was to look at three organisations (a naval shore establishment, a police academy, and a small, family‐owned engineering firm) and see to what extent they had developed a culture that was both ethically and socially responsive.

The investigation was carried out by speaking to key players, observing their organisations and by detailed analysis of the documents which related to this study.

The findings revealed that the Navy has a set of values (HHCIL) which overlap with the more general values of the Department of Defence (imPLICIT). The Western Australian Police Service has an approach to developing an ethical corporate culture which includes the establishment of a dedicated unit, and running discussion groups and seminars. The family‐owned and operated engineering business relies more heavily on an indirect approach based on following traditional family values.

Pursuing the topic of what makes a just war, particularly in today's political climate, was one possibility for further research. There were limitations to the study; these were mainly due to issues of confidentiality and in broaching sensitive topics to both Navy and Police senior officers.

Three conditions were essential for developing an ethical corporate culture: CEOs were ultimately responsible for the ethicality of their organisations; formal training programs were necessary to impart the required knowledge; and formal mechanisms were essential to facilitate the reporting of any behaviour of organisational members that was deemed to be wrong, unethical or illegal.

Aims to review the latest management developments across the globe and pinpoint 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.

Finds that management development studies should become more closely aligned to traditional teaching on wisdom, where education is about developing the whole person.

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.

The primary purpose of this paper is to demonstrate that the writings of Aristotle and Cicero can be used to as a conceptual tool to promote an understanding of wisdom, moral duty, and related subjects in respect to contemporary business management practice.

The methodology comprised a critical reading and analysis of Aristotle's Nichomachean Ethics and Cicero's De Officiis (On Duties). The approach combines both historical and philosophical research. An earlier version of the paper was presented to a group of early/middle managers, and then to a group of more senior/experienced managers.

Both groups supported the idea that the article was appropriate for highlighting moral issues in contemporary business management practice.

A limitation was dealing with the amount of material that Aristotle and Cicero produced. A secondary limitation was translating the original Greek and Latin (notwithstanding the Loeb Classical Library) into understandable everyday English.

Developing understanding of concepts, such as wisdom, moral duty, and related subjects should be included in MBA programs.

The paper has value because: it relates concepts and ideas conceived in Aristotle's and Cicero's time to contemporary management practice, and it illustrates that these ideas are still relevant and applicable in the modern business environment.

The purpose of this investigation is to look at four organisations to see whether they meet the criteria of learning communities. Two are involved with higher education, one is an army unit, and the fourth is an organisation responsible for aviation safety.

The research was based on qualitative analyses of what made the four organisations learning communities. This comprised interviews with key personnel and responding to a 15‐item questionnaire.

In the Australian example, specialised areas of responsibility were established to facilitate change. In the Indonesian example, a colonial past, a political/cultural divide, a feudalistic approach to modern day problems and a rich tradition presented a challenge to innovation. In the army unit, highly specialised knowledge had to be acquired, adapted and applied. In the aviation safety organisation, technological issues specifying flight operations were the main focus. This organisation was akin to both a learning organisation and an innovative knowledge community, although working within a bureaucratic structure.

One limitation was access to personnel such as CEOs. Another was translating the questionnaire into Indonesian. A third was related to confidentiality, i.e. should participants reveal the identity of their parent organisation, and their own?

The study identified the need to re‐define strategic objectives. Organisations must undertake this task when faced with changing circumstances.

The paper has value because it looks at effective, learning communities and the formal and the informal learning process.

The focus of this article is centred on two main ideas: persuading management students to study philosophy, and convincing them that a study of philosophy could be relevant for them in a business environment underscored by uncertainty. Three approaches were considered, an historical approach, an analytical approach and a literary approach. The first approach entailed a review of major philosophers, the second entailed an analysis of values such as trust, justice, honesty, integrity, fairness, prudence, respect, competition, professionalism, and the third entailed an appraisal of the work of persons better known for their contributions to literature which illustrated moral issues in their society. This article is a reflection of some of these thoughts on the idea of introducing a course in introductory philosophy into the management syllabus. The ideas are still in the formative stage, and are currently being put into practice.

This paper presents snapshots of moral principles which can inform current thinking on values that will positively affect business in contemporary society. It is aimed primarily at the management practitioner who may not have the time, or the interest, to pursue this area in the current literature. Values (moral, ethical and social) are mentioned, but the main focus of the paper is on values which drive the Western World; e.g. the free enterprise system with its ideas of fairness, competition, honesty, trust, integrity and justice. Instances of unfair, unethical, unscrupulous and presumably illegal behaviour are regularly reported in the press, and the current scandals regarding members of the Olympic Games Federation are examples. This paper is a synopsis of some current thinking about key values in contemporary business and society; values which seem to have been conveniently forgotten, at best, or deliberately flouted, at worst.

The study of “wisdom” is a subject normally outside the traditional bounds of management studies. Recent financial scandals and management blunders suggest that the time is ripe to introduce, via management development programs, an introductory study into the nature of “wisdom”, and followed by further study into the nature of “managerial wisdom”. Decisions are being made by people practising management which demonstrate that they do not know how to exercise good judgement, nor do they demonstrate that they have an understanding of what it means to be “wise”. This paper looks at the way philosophers have addressed the topic of wisdom from Greco‐Roman times. It includes references to wisdom in history and literature. The paper summarises some of the ideas and developments of more recent research published in psychology journals. It is an extension of ideas expressed in an earlier paper published in this journal viz. “Philosophy in management: a new trend in management development”. Both these papers suggest that management development studies should include areas of study more akin to the great classical tradition, where education is aimed at developing the “whole person”. An introductory study of “philosophy in management”, and “wisdom” in particular, are seen as two ways of expanding the present offerings in management studies

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.

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.