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The global telecommunications marketplace has witnessed considerable and unprecedented changes in the past twenty‐five years, so much so, that comparative recognition of most telecommunications fixed‐link network operators is impossible. Consequently, industry structures, market specific structures and the internal operation of incumbent firms have been transformed by visionary strategic directional changes. Demonstrably, the impact of national strategic intentions have identified clear shifts away from predominantly monopolistic – high bureaucratic, labour‐intensive and government‐run service providers, towards distinct deregulated markets – supporting increasingly competitive, innovative and market‐led organisations. With this in mind, this study considers the nature of organisational strategic evolution and its associated consequences on the UK incumbent BT, since UK telecommunications privatisation. A case study approach waqs adopted, with face‐to‐face interviews being carried‐out with senior executives, using semi‐structured questionnaire checklists. Content analysis was applied to the data set and results alluded to the nature of both strategic evolution and the emerging strategic focus occurring within the firm. Against the is backdrop, BT was seen to evolve from a dormant, fat, inward‐looking and inefficient organisation, towards a more dynamic, forward thinking, creative and global organisation. A conceptual model partraying the impact of strategic change on transforming the business focus of BT is developed.

The area of organizational learning and the learning organization is of burgeoning interest among progressive business organizations, educationalists and consultants concerned with transformational change in turbulent business environments. A key feature of this approach to learning and managing change is a focus on teamworking. Reviews the organizational literature and identifies the role of teamworking in building a learning organization. A challenge facing contemporary business organizations is to redefine and change their organizations in such as way as to be consistent with the learning organization notion, but many difficulties remain to be articulated in the design of such organizations.

This study seeks to trace the development of curriculum integration and related curricula designs in state schools in Aotearoa/New Zealand (NZ) during the “New Education” era (1920s‐1940s).

The mixed historical/theoretical analysis draws on primary and secondary data.

The paper concludes that largely forgotten designs for curriculum integration developed in the 1920s‐1940s in NZ are similar in intent to the student‐centred “integrative” model of curriculum integration and may usefully inform the contemporary discourse in NZ concerning best practice on middle schooling for young adolescents (approximately ten to 14 years old).

The study provides an additional point of entry towards theorising and re‐evaluating the history of progressive education in NZ.

This study provides historical/theoretical context for recent interest in curriculum integration in NZ, particularly in relation to middle schooling and to student‐centred pedagogies.

Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce – not even, in many cases, describing workers as assets! Describes many studies to back up this claim in theis work based on the 2002 Employment Research Unit Annual Conference, in Cardiff, Wales.

Analyses the key aims of the recently formulated environmental management standards BS 7750, EMAS and ISO 14001, and then queries the efficacy of the management systems prescribed in their formal documentation. Isolates the various components of the standards’ management system and then considers whether or not the approach taken is appropriate for the attainment of their stipulated aims. Concludes that the environmental standards should be fundamentally revised and replaced with more participatory forms of management and organization that push a firm towards a learning organization mode.

In recent decades, scholars and politicians have concerned themselves with how to more robustly engage people in public life. “Internet Utopians” have looked to various web technologies, including social media, to be helpful; even transformative. This article looks at extant research on which technologies governments in the US use, whether their use of technologies facilitates offline and online civic engagement, and the extent to which the government-citizen relationship has changed or may be changing. For Internet Utopians the picture is dismal, though not without some bright spots. This article ends with areas for future research.

For many forward‐looking organizations establishing and maintaining good environmental management and the ability to demonstrate such practice has been achieved through the commitment of senior managers, effective leadership and teamwork. These are key aspects of any successful environmental management system. Focuses on the creation of environmental “green” teams by organizations recognized as being environmental champions and reviews the characteristics of effective teamwork in environmental management.