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Peter Needham, Director of Studies at Ashridge Management College and Nigel Donaldson of the EEF describe the Study Tour organised by Ashridge and the Engineering Employees Federation (EEF) in March 1988 and draw out some of the lessons learned. The objective was to offer an opportunity to managers from EEF member companies to study at first hand how European Engineering companies were approaching flexible working practices.

June 10, 1966 Master and servant — Wrongful dismissal — Damages — Joint managing director — Offer of employment as assistant managing director at same emolument — Whether reasonable to refuse — Relevance of circumstances of dismissal — Whether attempts to find other employment reasonable.

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.

Until recently stakeholder communication has tended to be mostly unidirectional and simple. However, the advent of the Internet has brought unprecedented change. Stakeholder communication is no longer unidirectional, and as stakeholders increasingly communicate with each other this communication becomes infinitely more complex. Unfortunately many of the tools and models of PR were developed and refined in a pre‐Internet world. This paper introduces an integrated Internet stake‐holder communication matrix (I²SCM), and explains its use for the identification of issues that need to be managed with regard to the Internet and2 PR.

This paper seeks to explore the meaning of the stakeholder concept in politics, using theories drawn from the fields of management, political science and public relations. In particular, the theory of stakeholder identification and salience is to be used as a framework.

This qualitative study involved in‐depth interviews with 23 politicians and political advisers in Western Australia and was conducted in the style of a grounded theory investigation.

The results indicate that in politics, as in business, controversy and confusion continue to surround the stakeholder concept. Participants thought “stakeholder” should imply possession of a legitimate interest in an issue, but did not believe this was always the case. There is a gulf between how politicians think stakeholder status should be accorded in principle and what happens in reality. In practice, power seems to play a far greater role than legitimacy in determining stakeholder salience among political decision‐makers.

Although the study focuses on a single jurisdiction (Western Australia), there are implications for policy development in other contemporary democracies. Excluding or marginalising stakeholders with a legitimate right to be heard contributes to the phenomenon known as “democratic deficit”, whereby citizens feel alienated from the political process.

This is one of the few empirical studies to investigate the application of stakeholder theory – as developed in the management literature – to politics. It integrates theories from different disciplines of direct relevance to what should be the primary focus of public relations – the management of stakeholder relationships.

The purpose of this paper is to develop a performance measurement (PM) framework for Australasian nonprofit organisations (NPOs) involved in healthcare, and operational descriptions for each PM dimension within this framework.

Literature relating to the balanced scorecard and other PM frameworks was examined to develop an initial conceptual model, and this model was substantially improved by collecting qualitative data from nine Australian and New Zealand healthcare NPOs using a case study approach.

The study identifies nine causally related PM dimensions: mission, strategy, organisational capabilities, infrastructure and people development (people and information), financial health, processes, and stakeholder satisfaction (clients, people, and donors). The study also recognised that “Mission” and “Strategy” should be PM dimensions and that healthcare NPOs should focus on satisfying its people, not only donors and clients. Additionally, 41 operational descriptions are developed for each of these dimensions and can enable detailed PM items to be derived by organisations.

The study is the first study that has been undertaken to develop a PM framework for the Australasian NPOs to a level that it can be readily used by the practitioners (following customisation to their own specific context). The developed model also serves as a basis for future quantitative academic research aimed at testing and empirical validation of the conceptual model.

Megaprojects present an intricated pattern of leadership activities, which evolve over their planning and delivery and comprises several stakeholders. A framework is useful to navigate this complexity; it allows to identify and cluster the key elements. This paper aims to introduce a novel framework based on boundary spanners to describe the structural pattern of shared leadership in megaprojects.

A systematic literature review about boundary spanning and shared leadership is used to identify and cluster the key elements of shared leadership in megaprojects. The systematic literature review provides a rich theoretical background to develop the novel shared leadership framework based on boundary spanners.

There are three key dimensions characterizing shared leadership topology in megaprojects: stakeholders, boundary spanning leadership roles and project phases. The novel framework shows how project leadership dynamically transfers among different stakeholders, showing the importance of shared leadership as a leadership paradigm in megaprojects.

The novel framework epitomizes shared leadership in megaprojects by exploring its antecedents with social network metrics. This paper stresses that shared leadership is the envisaged form of leadership in megaprojects. By modeling complex project leadership in a simple, yet effective way, the framework fosters critical thinking for future research. The modeling introduced by this framework would also benefit practitioners in charge of megaprojects.

The paper moves the project leadership research to the network-level by taking boundary spanners as shared leadership roles in megaprojects. It shows how shared leadership is a valuable management tool for planning and delivery megaprojects.

The frequent occurrence of emergencies and disasters continues to threaten community safety and security. Emergency communications and warning systems (ECWS) allow people to make decisions and take actions before, during and after the emergency or disaster. The critical objective of this study is to determine the critical capacities of ECWS in the Australian context.

This study used stakeholder analysis in which written submissions from individuals, and public and private organizations collected by the Australian federal government were subjected to structured coding techniques in order to identify major ECWS capacity issues. The summary of findings were generating by axially collapsing and summarizing the coded statements.

Findings showed that a broad range of ECWS are deployed in the Australian context. These ECWS come with social and/or technical limitations that suggest the importance of adopting an integrated or systems based approach for their construction and deployment. Also, while the identification of critical infrastructure vulnerabilities reinforced the argument for an integrated systems approach for ECWS, this also demonstrated the pressing need to build resilience and redundancy into domestic infrastructure networks. In addition, new and innovative ECWS technologies and solutions will enable improved emergency or disaster management in the future.

This paper simultaneously considers important factors and issues impacting ECWS and provides an instructive discourse on the requirement for more combinative ECWS.