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The process described in Russell Eisenstat's presentation was developed by Eisenstat and Michael Beer in partnership with Becton Dickinson, a $2.5 billion medical technology company. The presentation by James Wessel of Becton Dickinson, which follows Mr. Eisenstat's overview, outlines some of the implementation barriers encountered.

This paper examines strategies to meet the communication challenge of change brought on through planned transitions, by the stress of a crisis, or as a result of the social transformation in work and the nature of work. It explores the cycles of change to create a foundation for understanding the communication of change to individual people in an organisation. It examines the impact of reengineering as a change vehicle, the role of trust in reengineering, and some reasons reengineering appears to have shortcomings for individuals coping with change. A reengineering case study is also presented. Successful communication of change demonstrates an understanding of the cycle of change, the importance of trust in the communication process, the essential personal nature of change, the necessity for continuous face‐to‐face communication, and a recognition that current global changes are symptoms of a shift in the human condition.

With China's economic development over the last two decades, the spirit and practice of Chinese companies have been radically transformed from administrative functions in a centrally planned economy toward that of market‐oriented enterprises. As Chinese enterprises restructure, the communication function is also undergoing dramatic changes. Discussion of the CCI Corporate Communication Practices and Trends 2005 Study and the CCI Corporate Communication Practices and Trends: A China Benchmark 2006 allow some insight into the state of the art in China, and help us to infer how best to communicate with the Chinese for a successful business relationship.

The observations in this article are based on the CCI Corporate Communication Practices and Trends: A China Benchmark Study 2006, which was underwritten by Prudential Financial, Inc., and conducted in Beijing, China, in December 2005 and July 2006 through a partnership of the Corporate Communication Institute, Beijing Horizon Market Research Group, and Dr Jian “Jay” Wang of Purdue University.

Business communication and relationships are integral to success for Chinese companies and their executives. Five years into its membership of the World Trade Organization, China is the world's fastest growing economy. Its companies are developing global business cultures and corporate communication management functions as they make the transition from government control to market‐driven enterprises. This development is revealing when compared with the corporate communication best practices of multinational corporations in relationships with customers, the media, employees, the community and society, and the government, as well as communication in a crisis. Understanding these contemporary practices can lead to healthy business relationship in China. Like any new venture, communication for Chinese businesses is focused on branding, marketing, and identity building. Their executives are developing global practices for relations with employees, and they are developing media relations practices. Many companies are well on their way to creating socially responsible policies and practices for the environment, energy, and relationships with the community. They are rapidly taking on responsibility, once entirely that of the government, for communication in crises.

Based on the findings of the CCI Corporate Communication Practices and Trends: A China Benchmark Study 2006, the Corporate Communication Institute at Fairleigh Dickinson University will conduct a study of Chinese companies and foreign companies operating in China, using a much larger sample.

This discussion should provide some insight into the state of the art in China, and help us to infer how best to communicate with the Chinese for a successful business relationship.

This paper discusses the findings of a first‐of‐its‐kind study of corporate communication practices and trends among Chinese companies.

The purpose of this article is to introduce the case for, and value of, the role of business in public diplomacy.

This article offers a perspective on the importance of business in developing positive and productive global relationships as the underpinning of a sustainable business strategy.

Successful global businesses recognize and act on their role as a bridge between nations. The underlying premise is that business partners are far more likely to promote positive and productive global relationships that can in the long run lead to peaceful relationships on a larger social and political scale.

This paper offers a positive strategy for sustainable global business using public diplomacy to build international and intercultural relationships.

The purpose of this paper is to inform funders and potential funders alike of the likely outcomes of their financial contributions. Additionally, the authors reported on the assessment of the underlying logic model or theoretical underpinnings of what the authors will term the “Habitat Model.”

This study utilized a one-shot case study design to obtain data. In a one-shot case study the experimental group is exposed to the independent variable (X), then observations of the dependent variable (O) were made. No observations were made before the independent variable was introduced. A one-shot case study design was necessary as this is the first impact study conducted by BAHFH because of the changes within BAHFH over the years as well as the lack of consistent archival data on families and operations.

Most of the feedback obtained from stakeholders was positive. Many of the demographic variables showed significant improvement in partner family life style since moving into a Habitat house.

The findings of this study provide evidence of positive economic, social, and psychological impacts on families participating in BAHFH homeownership and on their communities. It also showed substantial economic impacts on the communities served. Furthermore, this study showed that other stakeholders in the process were substantially and positively impacted. Finally, this study pointed to a number of things that BAHFH needed to change such as homeowner education, financial counseling, and the opening of a local ReStore.

The current study provides data that provide evidence of positive economic, social, and psychological impacts on families participating in BAHFH homeownership opportunities.

Explores corporate communication as a global business practice and as an academic field of study. Presents the strategic nature of corporate communication, current practices, forces shaping it and its key functions. Discusses the issues of meeting the challenge of the future.

Discussion of scientific progress in science philosophy texts suggests that aggressiveness and selfishness on the part of scientists is associated with high productivity. It is argued that the behaviour that appears to be the most improper actually facilitates the manifest goals of science. This article shows that the making of the 1930s generation of a sample of eminent economists was shaped by a high sense of co‐operation; continuing collaborative contact in the form of dual authorships of books and articles, joint teaching assignments, and review and support of each other′s writings, but very little of the intensive, relentless competition one finds among natural scientists. The difference stems not so much from the fact that economics is a soft science, but rather from the degree of maturity of the discipline. The 1930s generation of economists was fortunate to enter the field at a time when it was ready for its take off.

Performance feedback about whether responses are correct or incorrect provides valuable information to help guide learning. Although feedback itself has no extrinsic value, it can produce subjective feelings similar to “rewards” and “punishments.” Therefore, feedback can play both an informative and a motivational role. Over the past decade, researchers have identified a neural circuit that processes reward value and promotes reinforcement learning, involving target regions of dopaminergic input (e.g., striatum and ventromedial prefrontal cortex). Importantly, this circuit is engaged by performance feedback even in the absence of reward. Recent research suggests that feedback-related brain activity can be modulated by motivational context, such as whether feedback reflects goal achievement, whether learners are oriented toward the informative versus evaluative aspect of feedback, and whether individual learners are motivated to perform well relative to their peers. This body of research suggests that the brain responds flexibly to feedback, based on the learner’s goals.

This paper aims to provide a selection of poetry titles from the Poets House Showcase of 2005.

This article gives a review of the 2005 Poetry Publication Showcase.

This review represents a wide‐ranging selection of contemporary poetry collections and anthologies.

This list documents the tremendous range of poetry publishing from commercial, independent and university presses as well as letterpress chapbooks, art books and CDs in 2004 and early 2005.

The purpose of this paper is to present an interview with Professor Michael Beer of Harvard Business School, whose recent book is Higher Ambition: How Great Leaders Create Economic and Social Value, to learn what methods these leaders use.

The paper discusses his book, in whihc Beer and his co‐authors studied 36 corporate leaders who are recognized for inspiring their firms to create superior and lasting economic and social value. Beer calls this “higher ambition” management and says it is the key to transforming companies into high commitment, high performance organizations.

Beer and his co‐authors found evidence that creating social value unlocks the dormant creative energies that exist in all employees. Creating both social and economic value directly reinforces the primary motivators of people, purpose, autonomy and mastery.

The authors did not systematically investigate leaders and companies who did not fit the higher ambition (HA) definition. Thus it is impossible to conclude definitively that the HA practices described in the book are distinctive – that they do not also exist in companies that do not fit the HA definition. The authors did, however, use their consulting experience with many companies over many years and interviews with a few CEOs who were not HA leaders to contrast HA leadership practices with “common” and “best practice.”

Beer's advice for rising executives aspiring to become higher‐ambition leaders: find your anchor, choose your teachers and company, learn from experience, and engage in honest conversations.

Beer explains why a leader's higher ambition is essential to creating a resilient and sustainable enterprise and how top CEOs do it.