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Academic and practitioner interpretations of knowledge management are captured through a comprehensive taxonomy of knowledge models. How knowledge is absorbed raises the question as to whether focus should be placed on knowledge transfer or knowledge management. It is concluded that the contextual demands for knowledge application dictate which pathway to pursue.

The purpose of this paper is to outline how CSR can be effectively implemented and driven through the organisation. The emphasis of the paper is not on CSR definition but on the skills and capabilities needed by individuals and organizations to fully implement CSR application.

As a qualitative study, interview, data feedback, and participant observation were the particular methodologies adopted.

Three stages of CSR implementation and, within those stages, ten leadership skills and capabilities are identified. The nature of their inter‐relationship and how that impacts on application, is discussed and explored. The ten skills and capabilities form a portfolio for individual leaders to consider and indeed develop in their management of CSR. These capabilities are called forth in three logical stages from those required for early decision making to those required for full enactment of CSR, forming a clear model. This model provides a road‐map for leaders to increase their consciousness and their effectiveness in the implementation of true rather than token CSR.

A limitation is the qualitative case‐based method. The learning arising from the study can be pursued and further tested through quantitative survey methods in order to provide for balanced, comparative analysis.

A road‐map to effective CSR application for leaders of organisations is offered. This road‐map can be used to guide current leaders and as a guide to developing future leaders.

Originality is high as no such model of CSR application exists. The value of the paper is to offer a research‐based practical guide to CSR implementation.

There are many ways to construct an incentive program. However, most compensation plans tend to be focused on profitability and profitability‐related accomplishments with little or no incentive for corporate social responsibility. Director's compensation continues to climb with the United States leading and Britain following modestly behind. The question as to where fair pay ends and over‐compensation begins – and what that means for the community – is rarely raised. In order to understand the impact of fair and over‐compensated director's pay on other stakeholders, a geo‐political perspective is proposed that builds on knowledge of existing theories of the firm.

Improved integration, centralized databases, access through Web browsers and application service providers (ASPs) are some of the current trends impacting on organizational decisions regarding IS/IT outsourcing. Web‐based technology liberated the client/server IT model from the limits of geographical boundaries delimited by a local area network. Partnering with the right ASPs could provide organizations with the new synergy required for competitive advantage. This paper outlines the development of a “solutions” innovation business model of rental‐based sourcing, charters current ASPs and the differences in IS/IT provision and offers an audit of the benefits and costs of ASPs to businesses and other stakeholders. Future challenges are mapped out for consideration as are strategic choices associated with continued outsourcing, as distinct from in‐sourcing, of IS/IT.

This study seeks to propose self‐governance in organisations based on choice‐making behaviour.

The paper examines selected literature on the behaviour of choice, moving from the individual as the unit of analysis to the organisation, in order to draw lessons for proper governance. To do so, it refers to a series of three independent studies, namely, of luxury, leadership and the role of luxury in helping to cope with organisational pressure.

The paper reviews the need for choice (or human logic), exemplified by the Theta and Lambda worldviews, and the difficulties in its proper implementation. A study into luxury reveals the role of luxury in choice‐making behaviour and the language used for making these choices. These findings are applied to a study into leadership and followed by a third and ongoing study that provides empirical evidence that tension in organisations results, in numerous cases, from an imposed lack of choice because of improper governance. The paper concludes with recommendations for organisational governance.

The claim that conflicts in organisations are based on differences between Theta and Lambda worldviews is based on some empirical evidence only. Criticising governance by rules, the paper does not look in detail into the reasons behind the drive for such a way of governance or how to help change an organisation's governance approach.

The paper introduces the concept of Theta and Lambda worldviews, provides a psychological definition of what luxury is and its importance to organisational life and questions the usefulness of enhanced governance.

This paper aims to offer a dynamic theory of leadership development.

The paper examines selected leadership literature through the lens of theory building‐blocks. It identifies the role of the ideal goal in leadership and its importance in developing the psychological aspect of leadership.

The paper posits that leadership is a developmental process, which is based on the type of choice a leader makes. While choice implies that two good options are always available from which to select, one should make choices in accordance with the leader's worldview, looking for affiliation (i.e. the Theta worldview), or looking for achievement (i.e. the Lambda worldview). Consequently, leaders need to recognise that the choices they make for organisational activities have to fit their own worldview. Pursuing the fit between one's worldview and planned organisational activities ensures that leaders continuously improve their ethical behaviour. The paper concludes with the presentation of a dynamic theory of leadership, which is based on the assumption that one can only strive toward truly ethical leadership with the knowledge that this goal is beyond human capacity.

Being a theory‐based exploration, the paper does not provide empirical examples of how this theory might be applied in practice.

The paper provides an example of a dynamic theory, introduces the concept of Theta and Lambda worldviews and provides a better definition of leadership strategy and tactics.

Despite the challenge of precisely defining the nature of temptation, this paper seeks to collect contrasting perspectives of this less attractive side of leadership and sets out to find a cure, or rather prevention, for falling into its grasp.

Following a literature review of the temptations to which leaders succumb, the results of focused and intimate case studies of highly respected leaders highlight just what they are tempted with and how and why they particularly may succumb to hedonism, power and posterity.

Extracts of interviews with an international sample of Chief Executive Officers (CEOs) and significant others reveal a distinctly human experience from which it is considered no‐one is exempt. Included in the sample were female top managers but no discernable difference between the genders could be ascertained. The idiosyncratic nature of response to temptation positioned each interviewees experience as unique. It is concluded that certain measures need to be implemented in order to control and reduce the darker human tendencies when exposed to certain conditions.

The paper offers suggestions on possible strategies that leaders can adopt to guard against temptation.

This paper seeks to make the case for new research into the perceived fairness and impact of executive pay.

The paper reviews the literature regarding executive compensation and corporate performance and examines the evidence that a more egalitarian approach to pay could be justified in terms of long‐term shareholder value.

There would appear to be no evidence to suggest that the growing gap between the pay of executives and that of the average employee generates long‐term enterprise value, and it may even be detrimental to firms, if not the liberal capitalist consensus on which the corporate licence to operate is based.

The paper outlines a new approach to tracking income differentials with corporate performance through the development of a corporate Gini coefficient “league table”.

The proposed research is expected to point towards better practice in executive remuneration, and support the growing momentum for a sustainable and enlightened approach to business, in which the key goal is long‐term enterprise value based on a fair distribution of the rewards of business.

In producing a deeper understanding of the impact of widening income differentials, the paper should be of interest to senior executives in publicly quoted companies as well as press commentators, government officials and academics.

The purpose of this paper is to introduce three fundamental concepts of Jewish thought that act as the basis of society. The authors use these concepts to examine standard organisational behaviour in modern society and highlight basic shortcomings of modern organisational thought.

The methodology is a conceptual/theoretical one.

The paper reveals the shortcomings of modern organisation and its members of not accepting the three fundamental concepts that underpin Jewish thought and, in turn, the unwillingness of the organisation's members to resume responsibility.

This paper highlights three fundamental values from Jewish thought that are applicable to all, using a domain of knowledge that scholars usually use in research into management.