Search results

The purpose of this paper is to present a retrospective of the career life of Michael Driver, from the time of his Princeton graduate studies and early faculty years at Purdue University through the over three decades he spent at USC.

The history and development of his theoretical and research interests are presented, as well as the many contributions he made to both management consulting and the education of MBA students. His 1970s role in the founding and development of the Careers Division of the Academy of Management and his contributions to career research are highlighted and illuminate one of the critical periods in the renewal of the field. His orientation towards complexity and integration stand out as characteristics that positively impact theory building and research.

Michael Driver's career life was one of depth, scope, growth, and continuity. As a humanist, he would want us to not only continue our pursuits to better understand the complexities of human behavior, but to integrate them into something more meaningful.

This retrospective provides insight into the history and development of Mike Driver's theoretical and research interests and underscores his many contributions. The essay also highlights the history of career studies during the renewal period of the 1970s and 1980s. Hopefully, Mike Driver's legacy will inspire younger scholars to extend the field and carry it forward.

This paper aims to provide an insight into the emergence of the global advertising industry by undertaking a comparison of the respective entries of the advertising agencies J. Walter Thompson and McCann Erickson into the Australian market in the 1930s and 1960s.

This study undertakes a comparison of the strategies and initiatives implemented by J. Walter Thompson and McCann Erickson as documented in the agencies’ respective archival collections as well as industry press reports.

The similarities between J. Walter Thompson and McCann Erickson reveal that globalisation of the advertising industry was both driven and restricted in even parts by profitability and pragmatism.

The experiences of the J. Walter Thompson and McCann Erickson agencies in establishing their Australian operations offer a unique, long-term view of the emergence and development of a global advertising industry.

Presents 31 abstracts, edited by Johanthan Morris and Mike Reed, from the 2003 Employment Research Unit Annual Conference, held at Cardiff Business School in September 2003. The conference theme was “The end of management? managerial pasts, presents and futures”. Contributions covered, for example, the changing HR role, managing Kaizen, contradiction in organizational life, organizational archetypes, changing managerial work and gendering first‐time management roles. Case examples come from areas such as Mexico, South Africa, Australia, the USA, Canada and Turkey.

Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover specific articles devoted to certain topics. This Bibliography is designed to help. Volume III, in addition to the annotated list of articles as the two previous volumes, contains further features to help the reader. Each entry within has been indexed according to the Fifth Edition of the SCIMP/SCAMP Thesaurus and thus provides a full subject index to facilitate rapid information retrieval. Each article has its own unique number and this is used in both the subject and author index. The first Volume of the Bibliography covered seven journals published by MCB University Press. This Volume now indexes 25 journals, indicating the greater depth, coverage and expansion of the subject areas concerned.

Highlights the opinion that the importance of national culture in cross‐cultural management is diminishing, suggesting that the world is moving towards a single, global management culture that is basically Western and, more specifically, American. Attempts to test this hypothesis by examining values held by future managers from five different cultures. Uses the Kruskal‐Wallis One Way ANOVA and the Mann‐Whitney tests to show that future managers from different cultural backgrounds will neigher adopt a mirror image of current management style in their cultures nor a global unified management style regardless of local culture.

The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.

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.

Western societies have been shaken by the economic crisis brought on by ‘casino capitalism’ and the recklessness of the financial institutions. Once esteemed financial institutions, like Lehman Brothers, are now shown to have used dubious accounting methods to cover losses; and accountants, regulators and governments have come under scrutiny. In public life, the scandal of MPs' expenses at Westminster and the blockages in legislative assemblies in the US are compounded in England by reports of deficient and degrading care in acute hospitals, where organisational considerations appear to have taken over from the prime mission of patient care. At this time, a new, or perhaps rediscovered, form of leadership is required. One that taps into the spirit, the animating and motivating force within individuals and groups, and uses values to create a better public service for all.

GREAT things had been expected of the American National Air Races this year, with many new racing machines to the fore. The Hughes high‐wing monoplane, equipped with a 1,000 h.p. twin‐row Wasp engine and built at a cost of $120,000 in Los Angeles, California, was expected, from wind tunnel tests, to achieve a speed of 367 miles per hour, but, unfortunately, was completed too late for participation in the races. Actually, the competing aeroplanes and the pilots were in the end the same that had gained prominence in former years. The records established by J. Doolittle in 1932—a landplane speed record of 294·38 miles per hour and an average of 252·686 miles per hour in the closed circuit Thompson Trophy race, secured in a Gee Bee Sportster—were not even approached, as can be seen from Table I. The difficulty in aeroplane racing in the United States lies in the fact that the well‐established manufacturers do not regard it as worth their while to participate. Racing machines are built by small adventurous groups of pilots and individualistic constructors, and these groups in the lean depression years have generally found it difficult to secure financial backers.

This paper aims to consider the new role of Client Support Co‐ordinator (CSC), which is being developed by some law firms, and the assistance this can provide for brain injury survivors and their families and carers.

This article considers how the CSC can assist in the early acute stages following acquired brain injury. It is designed to take the reader through the benefits that a CSC can bring in supporting not only the brain injury survivor but also their families and carers. The literature is reviewed briefly, followed by reflections and suggestions which are based on this review and on practical experience.

This role is designed not to replace but to supplement existing social care providers and to bridge the gap in a legal case between receiving first instructions and the instruction of a private case manager. By adopting a more proactive, holistic case management type service at the acute stage the rehabilitation outcomes can be improved and families and carers better supported. Specialist brain and serious injury lawyers involved in dealing with brain injury litigation will often face a number of practical problems prior to being able to prove legal liability. Once primary liability is confirmed lawyers can proceed to obtain interim payments to pay for a private case manager who will then arrange the client's care and rehabilitation package.

This article shows that during the initial process, this guidance and support for brain injury survivors and their families and carers is vital and any additional support that can be provided should be sought at an early stage. This paper demonstrates the efficacy of employing a client support co‐ordinator in this period.