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In recent years, scholars, business practitioners and consultants frequently talk about building the networked enterprise. The purpose of this paper is to examine the connections between networked enterprises, organizational legitimacy and organizational performance.

A survey was developed that measured the following aspects of a networked enterprise: employees who network and communicate extensively via internal digital platforms across their organizations; leaders who actively use internal digital platforms to communicate with employees; leaders who actively communicate with stakeholders via external digital platforms; and an innovation culture. The survey measured the following forms of legitimacy judgments: moral; instrumental; and relational. Altogether, 501 executives and managers were surveyed (207 executives, 147 senior managers and 147 managers) in mid-to-large sized (over 500 employees) companies.

The analyses showed strong statistical significance for nearly all relationships. Internal communication on digital platforms, networked employee communication and an innovation culture all contributed to moral, instrumental and relational legitimacy. Leadership communication on external digital platforms (social media) was not a significant contributor to moral or relational legitimacy but was a significant contributor to instrumental legitimacy. Higher organization legitimacy was correlated with higher profit growth.

Leaders and communicators should prioritize a networked enterprise in several ways. They should actively communicate with employees on internal digital platforms. To be absent on internal digital platforms is a significant missed opportunity by leaders to build organizational legitimacy. Further, leaders and communicators should actively promote networked communication among employees as much as possible. Finally, leaders and communicators should communicate, model and reward an innovation culture.

There are no known scholarly studies that accomplish the following: empirically examine a model of networked enterprises comprised of vertical and horizontal communication and an innovation culture; and make connections between leadership communication on digital platforms in networked enterprises with legitimacy judgments. The large sample of contemporary executives and managers bolsters the strength of the findings.

Junior doctors rotating through psychiatry often practise in isolated environments with little prior experience in this field. This can cause anxiety amongst doctors, and may potentially lead to patient safety concerns. The paper aims to discuss these issues.

A novel peer-led simulation style teaching session was developed to improve junior doctor knowledge and confidence when working with psychiatry rotations out of hours.

Following successful completion of two iterations of the teaching, junior doctors reported increased confidence, reduced anxiety and a more positive attitude following the session. Facilitators were similarly positive in their feedback, being able to gain formal teaching experience and appraisal.

A novel, inexpensive and easily replicable teaching session is introduced, which can improve junior doctors’ practice and experience when working in psychiatry settings out of hours.

Working as a consultant in the field of team development, I frequently find myself at odds with people who have different perceptions about the nature of the work. This confusion was actually expressed in print when in 1980, following the publication of my article on team problem diagnosis, another consultant wrote of his “simpler” method. This turned out to be the “LIFO” system. Again, similar misunderstanding arose in 1982, within a large client organisation in the public sector. The client had undergone major reorganisation, and it had been decided to create an internal consultancy role, a central function of which was to be team development. I was engaged to train those appointed to the role, with emphasis on the skills required by internal consultants. It came as some surprise therefore to be told during a seminar with some of the organisation's directors, that “team building” had recently been conducted in the area concerned. I had not yet trained the internal consultants. It emerged of course that their “team building” and my “team development” were entirely different processes. Impatient to “get things moving”, the organisation had initiated a programme of “team‐building” activity based on packaged exercises, mainly concerned with the analysis of management style.

Frances Wilson, international manager at the Chartered Institute of Personnel and Development (CIPD), and freelance journalist Peter Williams examine reward and recognition from a global mobility perspective and look at how Cadbury Schweppes is managing global growth through reward design principles.

There has been in recent years a surge of interest about new software products that make it possible for libraries to offer assistance to online users via chat. Such software offers far more interactivity than instant messaging programs and allow for a richer experience for both librarian and user. Surveys chat reference services around the globe and analyzes trends in the provision of this new mode of assistance. Also presents discussion of why chat reference service is gathering attention as well as its limitations and drawbacks.

This paper aims to demonstrate how sustainable development education can be implemented at business schools, despite institutional barriers, through innovative and collaborative relationships with internal and external stakeholders. Businesses are beginning to accept their social responsibility through proactive approaches to maximizing their net social contribution, embracing opportunities and managing risks resulting from their economic, environmental and social impacts. Yet, many business schools are lagging in integration of sustainability into their curriculum, and as a result are not adequately educating future business leaders.

This case study presents the challenges in developing and implementing sustainability education, as well as analyzes the various underlying drivers of these barriers. The paper provides a detailed description of some of the ways one business school has overcome these barriers, and provides generalizable insights that can help other business schools and universities understand how they can engage in the implementation of similar sustainable development programs.

As business educators, we should reevaluate our role and our focus. Through education, interdisciplinary collaboration, research and community and industry engagement, sustainability can become firmly established within the existing value structure of business schools.

While many business schools worldwide are discussing the importance of integrating sustainability into their curricula, and while employers and students are demanding the same, few business schools have genuinely made progress in meeting these demands. This paper presents both the challenges to integrating sustainability and an in-depth study of one business school’s approach to creating unique and innovative solutions to overcome these barriers.

Corporate and institutional managers don’t get the full return on investment in scenarios that they should, nor do they employ scenarios on the full range of corporate issues suited to this methodology. Most often, scenarios are used by top management to provide a better understanding of the range of possible business environments they must contend with in the future. But mid‐level managers often grumble that these big picture “strategic scenarios” don’t address the competitive issues and the critical decisions that they face in the trenches of their business. To achieve more consistently productive uses of scenarios, there are several major challenges that must be addressed for the future of the scenario method: resolve the confusion over the definitions and methods of scenarios; and clarify and enlarge the appropriate application of scenarios. Beyond the confusion caused by the different definitions and methods of scenarios lies the uncertainty about when and how to apply scenarios in the business environment. In addition to planning and forecasting, scenarios can be used for market research and new product development. A major debate revolves around whether or not scenarios have successfully developed into a tool for investment and company decision‐making. One view has been that scenarios provide context, but not direct inputs for such decisions (R&D priorities, new products, and financial investments). This approach emphasizes the role of scenarios in team building, information gathering, learning, and strategic thinking. It advocates using scenarios primarily as a tool for corporate learning and for changing corporate culture. Another view, however, holds that scenarios can and should be used for near‐term business decision‐making. Scenarios need to be applied to the numerous operational issues that companies face. As such, they are a key method of analysis, especially for highly uncertain circumstances.

The purpose of this paper is to identify, characterize, and discuss paradigm shifts that have occurred in the video game industry with some emphasis on competition and competitiveness.

Basically, the paper depends upon a review of the literature associated with video game development. Past history is taken from texts and academic papers dealing with the subject. More current observations are taken from the business and popular press. These observations are placed within a context associated with the classic papers on industry evolution, paradigms, paradigm shifts, competition, and competitiveness.

It is difficult to capture present shifts in such a fast‐growing industry, but these shifts seem clear: the original entry of video games into the arcade sector that led to the industry and the demise of pinball; the development of the home cartridge and console that made the industry a home‐based phenomenon; the entry of independent game‐publishers that made the industry a two‐tiered one; and the development of massively multiplayer online role‐playing games (MMORPGs) that changed the way games are played.

The video game industry is an interesting one to follow. To an extent, its development characterizes our generation – fast paced, technologically oriented, and targeted toward the young and young at heart. This paper takes the subject away from a historical or anecdotal approach and places it within the context of industry evolution, paradigms, and paradigm shifts. It thus should be of value to students of not only video games, but also the evolution of rapidly growing industries and establishment of competitive advantages.

Compares changes in the competitive position of six Dynamic Asian Economies (DAEs) – Singapore, Thailand, Malaysia, Korea, Taiwan and Hong Kong – exporting to the USA, Japan and the European Union (EU) between 1983 and 1995. Dynamic shift‐share methods are applied to two digit data for the top five manufactured exports to the USA and the EU, and the top four in the case of Japan. Findings emphasise the magnitude of the structural transformation which occurred over this period as the emerging DAEs such as Malaysia and Thailand became more competitive across a broad range of manufactured goods relative to the older DAEs, while the latter endeavoured to switch into higher value‐added manufacturing and services or new markets, or to establish manufacturing facilities overseas as a substitute for exports.

The purpose of this paper is to examine the impact of the Full Range Leadership Development Program (FR-LDP) of middle managers of a furniture company in Thailand and explore how they experience the leadership development phenomenon. It addresses the fundamental question of how effective leadership behaviors occur and are sustained.

In total, 31 middle managers completed a six-month multi-methods development program of three alternating training sessions and on-the-job practice. A 360-degree feedback survey of the Multifactor Leadership Questionnaire 5X Short, comprising 284 questionnaires of “leaders” and “raters,” was used to measure the change in effective leadership behaviors and the overall leadership outcome. A sub-sample of 20 participants from these managers was selected for in-depth interviews at the end of the intervention. Semi-structured interviews and critical incident analysis was applied to understand the leadership experience of these managers.

The study revealed that leadership behavior and overall outcome performance had improved over the course of the FR-LDP. The program did contribute positively to individual learning. Sustained effectiveness was not due solely to the development or intervention process, but also on individual objectives and action, together with supervisor interest and support.

The study provides a valid, in-depth insight into leadership in Thailand, which has practical application. However, the size of the sample may not be sufficient for broad generalizations in other cultural contexts or environments.

The study extends the understanding of how middle managers develop transformational leadership in Thailand. The study contributes to how middle managers learn what they need to know, how they get to know it and factors that influence their practice of transformational leadership in their workplace. The findings provide to organizations options on resources, talent retention and sustaining organizational performance.