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Over the course of the last few years, one has frequently heard the statement: “It's easy to develop a strategy, it's the implementation that's difficult.” This article discusses several reasons why many CEOs may feel this way.

Many theories have emerged over the years about how to grow one's business at a competitor's expense. The most popular these days is the concept of the “value chain,” which encourages a company to break down the competitive process into its various steps and then seek to add more value at each step than the competitor does.

Competing on a product‐by‐product basis no longer works. Rather, take a broad view of potential competitors; then manage the overall strategies of key players.

The aim of this chapter is to argue that charisma is a collective representation, and that charismatic authority is a social status that derives more from the “recognition” of the followers than from the “magnetism” of the leaders. I contend further that a close reading of Max Weber shows that he, too, saw charisma in this light.

I develop my argument by a close reading of many of the most relevant texts on the subject. This includes not only the renowned texts on this subject by Max Weber, but also many books and articles that interpret or criticize Weber’s views.

I pay exceptionally close attention to key arguments and texts, several of which have been overlooked in the past.

Writers for whom charisma is personal magnetism tend to assume that charismatic rule is natural and that the full realization of democratic norms is unlikely. Authority, in this view, emanates from rulers unbound by popular constraint. I argue that, in fact, authority draws both its mandate and its energy from the public, and that rulers depend on the loyalty of their subjects, which is never assured. So charismatic claimants are dependent on popular choice, not vice versa.

I advocate a “culturalist” interpretation of Weber, which runs counter to the dominant “personalist” account. Conventional interpreters, under the sway of theology or mass psychology, misread Weber as a romantic, for whom charisma is primal and undemocratic rule is destiny. This essay offers a counter-reading.

This paper seeks to identify in Philip Selznick’s earliest predominantly organizational writings the germs of a strong and unifying temper – or better perhaps, because the concept plays a significant role in the works, a coherent intellectual and moral character. It infuses Selznick’s work in all the domains he entered. It was evident in his earliest political writings and contributions to organization theory, and remained so in his later contributions to the sociology of law and social and public philosophy.

At one level each of his works had a different subject, at another they all were pondered within a common frame of concerns, intellectual and moral, and approached with a distinctive manner and tone. At a general level, this involved a conception of social science as a “humanist science,” the central concern of which was the fate of values in the world. His specific posture in relation to this subject was underpinned by a commitment to moral realism, or what I call “Hobbesian idealism.”

Selznick began, like Thomas Hobbes as a threat expert, and never lost regard for that expertise. He is alert to fragility, vulnerability, and the need to guard against them. Moreover, his normative reflections are sustained and deepened by his understanding of social processes in general, and of the dangers to which organizations and institutions, but also human personalities and groups, are susceptible. He has a lot to tell us about ways in which those dangers might be avoided. However, Selznick resists stopping where Hobbes stops. Though he stresses the presence and resilience of evil and the need for strenuous efforts to contain it, he holds out for more. Indeed, though recognizing danger might be the beginning of wisdom, it is only half – over time less than half – of the story.

He emphasized the importance of attending both to Hobbesian insights and idealistic ambitions in relation to organizational leadership, to law, to justice, to human achievement of all kinds. To see him, as the earliest critics of his organizational theory did, as a voice of unadulterated melancholy, or as his later ones tended to, as altogether too programmatically sunny and full of hope, is to miss the real core of the intellectual and moral sensibility that pervaded his life of scholarship in the social sciences. The paper concludes by commending this uncommon sensibility, both at the general level of advocacy of “humanist science” and in its specific “Hobbesian idealist” posture.

East Asia's emergence as the forthcoming center of global manufacturing is leading nations in the region to reconsider their current and future role in the world economy. For its part, the Republic of Korea is pursuing a strategy to transform the country into the business hub of Northeast Asia. A central aspect in this strategy is the development of a regional “Pentaport” in the city of lncheon, which will consist of five components: an airport, a seaport, a business port, a technoport, and a leisure port. Hopefully, the Port of lncheon will be able to specialize in moving both coastal cargoes and transshipment cargoes to and from China and Japan using Short Sea Shipping (SSS). The first section of this paper provides an analysis of recent trade patterns between the Asian countries of the Asian-Pacific Economic Cooperation (APEC) agreement and the United States, with an emphasis on the Republic of Korea. The second part of the paper discusses current intermodal coastal shipping practices in the United States along the Gulf of Mexico and offers suggestions to the developers of Korea s Pentaport initiative; based upon observations in the United States, to maximize the likelihood of their success.

This research provides accounting-ethics authors and administrators with a benchmark for accounting-ethics research. While Bernardi and Bean (2010) considered publications in business-ethics and accounting’s top-40 journals this study considers research in eight accounting-ethics and public-interest journals, as well as, 34 business-ethics journals. We analyzed the contents of our 42 journals for the 25-year period between 1991 through 2015. This research documents the continued growth (Bernardi & Bean, 2007) of accounting-ethics research in both accounting-ethics and business-ethics journals. We provide data on the top-10 ethics authors in each doctoral year group, the top-50 ethics authors over the most recent 10, 20, and 25 years, and a distribution among ethics scholars for these periods. For the 25-year timeframe, our data indicate that only 665 (274) of the 5,125 accounting PhDs/DBAs (13.0% and 5.4% respectively) in Canada and the United States had authored or co-authored one (more than one) ethics article.

Forensic mental health programs (FMHPs) in Ontario, Canada provide rehabilitation and supervision services. However, models available to guide their delivery are primarily adapted from fields outside of forensic mental health. To partially fill this gap, this paper aims to provide a general review of the process a multi-professional team took to develop the Integrated Forensic Program [IFP]-Ottawa Model of Risk Management & Recovery.

Working groups were initiated to identify the needs of patients in their local setting, conduct a literature review on care delivery models in forensic mental health and build a service delivery model specific to forensic mental health.

The resulting model places patient engagement at its centre and encompasses eight domains of need that contribute towards the patient’s recovery and the management of the safety risk they pose to the public, namely, the basic needs, diversity and spirituality, social, occupational, psychological, substance use, physical health and mental health domains.

The IFP-Ottawa Model of Risk Management & Recovery provides a framework to which therapeutic group services for persons in FMHPs can be aligned.

The leadership teams in FMHPs could use this framework and the method used for its development to ensure group services provided at their FMHPs are evidence-informed and coincide with their patients’ specific needs.