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This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

For quite a while now the business world has been ferociously self‐critical of its poor performance in ensuring that women take their share of the top jobs, trying to figure out why the upper echelons of business are still so male‐dominated, and how to redress the balance. But should business be beating itself up quite so much over the issue?

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

The purpose of this paper is to elaborate how an adult development perspective can further the understanding of developmental networks as holding environments for developing leaders confronted with challenging experiences.

The article utilizes constructive developmental theory (C‐D theory) to explore and address the implications of an adult development lens for leader development, especially as they confront complex leadership challenges that trigger anxiety.

Theoretical propositions suggest different kinds of holding behaviors (e.g. confirmation, contradiction, and continuity) necessary for enabling growth and effectiveness for leaders located in different developmental orders.

Propositions offered can guide future researchers to explore how leaders confronted with different kinds of leadership challenges sustain responsive developmental networks over time and how the developers in the leader's network coordinate to provide confirmation, contradiction, and continuity needed for leader development.

Leaders and their developers should reflect on how developmental orders may determine which types of holding behaviors are necessary for producing leader effectiveness amidst challenging leadership experiences. Organizations should provide assessment centers and appropriate training and development interventions to facilitate this reflection.

This paper demonstrates the important role that developmental relationships play in leadership effectiveness and growth over time. Individuals and organizations are urged to attend to the quality and availability of high quality developmental relationships for purposes of continuous learning and development.

This article re‐conceptualizes developmental networks as holding environments that can enable leader's growth as an adult and, hence, increase their effectiveness as leaders amidst complex leadership challenges.

The oxidation behaviour of a wrought Ni‐Mo‐Cr alloy was studied under thermal cyclic conditions in air at 800°C for exposure periods of up to 1,000 h. The morphologies, microstructures and compositions of the oxide scales were characterized by scanning electron microscopy, energy dispersive X‐ray spectroscopy and X‐ray diffraction. Oxidation kinetics were determined by weight gain measurements. Results show that steady‐state oxidation was achieved within 1 h of exposure while partial scale spalling was observed after 400 h. The alloy grain boundaries intersecting the alloy surface showed preferential oxidation. They became depleted in Ni and enriched in Mo and Cr during transient oxidation. The scale initially formed at the surface was NiO which grew outwardly and laterally to cover the entire alloy. Upon continued oxidation, the scale developed into an outer NiO layer and an inner Cr₂O₃ layer while the presence of NiMoO₄ was also observed within the scale.

The world is moving into a services industry environment which is evidencing many of the same productivity and quality issues associated with manufacturing during the past two decades. Quick fixes using qualitative approaches have not been universally successful and some have advocated a more quantitative direction. Proposes a middle ground incorporating both ideas. Reports the development of a process model based on current service sector paradigms and more traditional statistical quality‐control techniques from manufacturing management. Details a test of the proposed model in the travel agency industry with results generally confirming the potential for transporting quality‐control concepts from manufacturing into services on a selected basis. While the heterogeneity of services may constrain and even preclude direct application of the process‐control approach in all cases, the five‐step plan proposed may prove to be a useful tool for service management across diverse businesses.

Machiavellian, narcissistic, and psychopathic traits are often viewed as negative or undesirable personality traits. However, recent research demonstrates that individuals with these traits possess qualities that may be personally beneficial within the business contexts. In this chapter, we conceptualize a balanced perspective of these traits throughout the entrepreneurial process (opportunity recognition, opportunity evaluation, and opportunity exploitation) and discuss human resources management strategies that can be employed to enhance the benefits, or minimize the challenges, associated with Machiavellian, narcissistic, and psychopathic traits. Specifically, we propose that Machiavellian qualities are most beneficial in the evaluation stage of entrepreneurship, and Machiavellian, narcissistic, and psychopathic qualities are beneficial in the exploitation stage of entrepreneurship.

Within Calderdale and Kirklees Health Authority area there are two distinct groups of general practitioners (GPs) ‐Huddersfield and Halifax. Following a small pilot study, a modified X‐ray request form was developed for sole use by the Huddersfield GPs. This X‐ray request form encouraged the local GPs to specify their reasons for referral. During the year in which the modified X‐ray request form was circulating within Huddersfield, the GP community was 0.66 times as likely (less likely) to request lumbar spine X‐rays in comparison with the community in Halifax. The 95% confidence intervals were 0.57–0.77, indicating that this is a highly‐significant result.

The purpose of this study is to understand the evolution of “marketing” in the public and corporate discourse of twentieth-century India.

The paper draws its inferences from an analysis of the digital Times of India and Financial Times historical newspaper databases, the corporate archives of two leading Mumbai-based firms – Godrej in consumer goods and Cipla in pharmaceuticals and oral histories of marketing managers.

The paper identifies four eras of “marketing” in twentieth-century India. Era I (1910-1940) saw the emergence of agricultural “marketing boards” and “marketing officers” in the public sector and the growth of Indian and multinational advertising agencies. Era II (1940-1970) witnessed the formation of management and advertising associations and business schools with close involvement of American players. In Era III (1970-1990), there was a paradigm shift as “marketing” grew in corporate discourse and firms began to employ “marketing managers” in “marketing departments”. Era IV (1990-till date) witnessed the explosion of “marketing” in public and corporate discourse alongside the consumption boom in India. The paper shows how “marketing” evolved separately in the public and private sectors and in different phases as compared to that in the West.

This paper overturns conventional wisdom on marketing history in India, which has so far discounted its significance before 1960 or accorded primary significance to the 1990s’ economic liberalisation programme.

Findings of this study will be useful to marketing professionals and teachers who wish to learn more about the history of marketing in India.

The paper uses unexplored archival material and provides the first account on the evolution of “marketing” in public and corporate discourse in twentieth-century India.

May 5, 1972 Factory — Statutory duty — Breach — Fume — Prolonged inhalation of low concentration — Chronic lung illness — Employer's actual or constructive knowledge of health hazard — Whether to be determined up to time when action brought — Limits of statutory duty — Whether need to act on expert speculation unaccompanied by hazard warning — Factories Act, 1961 (9 & 10 Eliz. II, c.34), ss. 4(1), 63(1).