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Many widespread managerial concepts are expressed as abbreviations of two or three letters. In addition, they have often been introduced and treated as new‐to‐the‐world by both scholars and practitioners. For example, just‐In‐time (JIT) is a managerial concept that has been heavily promoted in the world‐wide automotive industry. Its underlying principles have been implemented by most car manufacturers or car assemblers for many decades. JIT, as a phenomenon, has been named differently at different times during the last century. Therefore, the newness of JIT and its underlying principles is questioned in the article. The article describes parts of the historic evolution of JIT during the twentieth century in literature. It is concluded that JIT is just a reincarnation of past theory and practice.

In the literature there is very little exploration on how the Tibetan approach in leadership may be relevant for management. Here, for the first time, the paper discusses the ancient yet continuing practice of succession in leadership of the Kagyu Karma School of Tibetan Buddhism within the context of management practices. In so doing, the author suggests a theory of continuous consciousness for succession in leadership.

A multi‐method design is utilized in the research paper. First, the biographical literature on the 17 Karmapas is reviewed and content analyzed for insights: Who is the Karmapa? Second, the author, through a process of planned personal, activity‐based research, including field visits of ritual ceremonies, gathers insights on the Karmapa leadership in action. Furthermore, he was invited to host for HH The 17th Gyalwa Karmapa Trinley Thaye Dorje a forum on, “Living a Meaningful Life in the Contemporary Age”. Third, comparative analyses of tenure of leadership are made of different succession approaches: Karmapa versus other systems of succession, for example Chinese dynastic system (Yuan, Ming, Qing and Chinese Communist Party) are presented. Fourth, traits in the leadership of the Karmapa are portrayed: symbolically, the divine parasol through a rare photograph. A parallel symbolism of leadership, especially the motif of the Sun is drawn between the Tibetan Karmapa and Han Chinese Mao Zedong. For this, the artistic method of montage is utilized to the findings. Fifth, drawing upon research on psychology (nineteenth century German psychologist, Ebbinghaus), the author suggests the memory tests employed by the Tibetans for selection of successor have some scientific basis. Finally, in discussion on corporate vision; from a review of past biographies of 16 Karmapas and for the first time a taxonomical portrayal of the visionary experiences of His Holiness is presented.

The continuity in the leadership of the Karmapas over almost 912 years (1100 BCE to present) is certainly one of the most remarkable in the history of mankind. It is the longest lineage of spiritual leaders within the Chinese minority, of the Tibetan culture. Among the theory of leadership, the case of Karmapa reinforces strongly the role of personality traits. Every Karmapa, including the present 17th has to manifest certain traits or signs to gain continuing acceptance as leader of the spiritual community. In a very sharp contrast to the very short tenure of American CEOs (statistically, graphically presented), the tenure of leadership for Kagyu Karma School of Buddhism is life‐long. Indeed, uniquely as a Tibetan practices in succession, multi‐lifetimes. In this paper, the author discusses how modern corporations may draw insights from this as unique case of institutionalizing the sustainability of leadership. Perhaps, there is a case for expanding the current paradigm of leadership research?

This paper highlights the value of management learning through research from ancient religious or spiritual traditions. In this case, the focus is on leadership succession and it is hoped this paper will foster inter‐disciplinary (management and spirituality) research by scholars.

Postulates that empowerment can be seen as a recent reincarnation of a participative approach that previous managers, in epochs past, have found themselves having to create to match the circumstances of the time. States managers in successive generations have independently recreated empowerment and other management techniques again and again, so they could adapt to the current circumstances of the time. Uses a table to describe measurement systems. Suggests that management of the business and its work must be closely integrated with management of the people who do that work.

The purpose of this paper is to know the rate of loss of online citations used as references in scholarly journals. It also indented to recover the vanished online citations using Wayback Machine and also to calculate the half-life period of online citations.

The study selected three journals published by Emerald publication. All 389 articles published in these three scholarly journals were selected. A total of 15,211 citations were extracted of which 13,281 were print citations and only 1,930 were online citations. The online citations so extracted were then tested to determine whether they were active or missing on the Web. W3C Link Checker was used to check the existence of online citations. The online citations which got HTTP error message while testing for its accessibility were then entered in to the search box of the Wayback Machine to recover vanished online citations.

Study found that only 12.69 percent (1,930 out of 15,211) citations were online citations and the percentage of online citations varied from a low of 9.41 in the year 2011 to high of 17.52 in the year 2009. Another notable finding of the research was that 30.98 percent of online citations were not accessible (vanished) and remaining 69.02 percent of online citations were still accessible (active). The HTTP 404 error message – “page not found” was the overwhelming message encountered and represented 62.98 percent of all HTTP error message. It was found that the Wayback Machine had archived only 48.33 percent of the vanished web pages, leaving 51.67 percent still unavailable. The half-life of online citations was increased from 5.40 years to 11.73 years after recovering the vanished online citations.

This is a systematic and in-depth study on recovery of vanished online citations cited in journals articles spanning a period of five years. The findings of the study will be helpful to researchers, authors, publishers, and editorial staff to recover vanishing online citations using Wayback Machine.

THIS IS my last dissertation as Editor of NEW LIBRARY WORLD, after upwards of six years in a job which I did not consciously either seek or assume. Having unexpectedly become the owner of nlw at the beginning of 1971, I rapidly found myself performing de facto the role of Editor, both by reason of the reincarnation of LW AS NLW from July 1971, and by default of the resources—of money certainly, of temperament perhaps—to pass the job on to anyone else.

The primary purpose of this research is to examine generational differences in valuing the sources of employees' overall motivation in the workplace across Generation X, Generation Y and Generation Z with a view of assisting managers in making employment decisions and maintaining multigenerational staff.

The respondents in the study live and work in Canada and provided answers to self-administered online surveys between the fourth quarter of 2017 and the end of January 2020. To assess subjects' work motivation, the study employed Gagné et al.'s (2014) multidimensional work motivation scale (MWMS) alongside a three-item measure of employees' overall motivation (designed for this study). The authors assessed measures of validity and reliability and tested the hypothesis about generational differences in work motivation using structural equation modelling (SEM).

The six motivators regress differently to employees' overall motivation. Generation Z is more sensitive to amotivation than Generation X and Generation Y. Extrinsic regulation-material is a valid source of overall work motivation for Generation Z only. Only Generation X values extrinsic regulation-social as a source of employees' overall motivation. So is introjected regulation by Generation Y. Unlike Generation Z, both Generation X and Generation Y employees value identified regulation as a source of overall work motivation. Finally, intrinsic motivation contributes more to Generation Z employees' overall work motivation than it does for Generation X and Generation Y.

Further work needs to be done to establish whether variations in valuing the sources of motivation may also be spawned by age or status of the respective groups. Future investigations can expand the authors’ focal theme to include additional organisational outcomes, alternative geographical settings and/or include country's economic development as an additional variable. Moreover, further research can address the implications of national culture on shaping generational differences in employee's motivation as well as aiding companies to redesign work tasks considering today's uncertainty as well as increasingly competitive, global environment (e.g. the rise of artificial intelligence).

It is vital to offer motivators that are valued by each of the three generations, i.e. X, Y and Z, before being able to attract the best candidates of each generation. Organisations should not only create an inclusive and understanding multigenerational working environment but also be able to communicate strong branding via new communication channels successfully (e.g. social media networks), which Generation Yers and Generation Zers utilise better than any other generation in employment. Finally, the authors suggest that service organisations with diverse generational composition should adopt new measures of workplace agility to survive interminable disruptions (e.g. the coronavirus disease 2019 [COVID-19] pandemic).

This is the first study of its kind to examine generational differences between Generation X, Generation Y and Generation Z in valuing workplace motivation from a western cultural perspective.

This article analyzes Accenture’s reincarnation by pinpointing the main lessons that might be emulated by other companies contemplating going down the three‐pronged road to rebranding, restructuring and repositioning. Its objectives are three‐fold. First, it traces the company’s heritage and highlights that it pioneered the splitting of consulting from accounting activities. Second, it discusses the three pillars of Accenture’s transformation involving rebranding, restructuring and repositioning campaigns. Finally, it recognizes Accenture’s two leaders who transformed this company from merely good to truly great in a relatively short time.

The purpose of this paper is to analyze the district effectiveness literature. It begins by summarizing the school effectiveness research, the correlates of effective schools, and the conceptual and methodological characteristics of this field. It then describes the findings from a review of 50 studies of district effectiveness, the most frequently identified correlates of effective districts, and the conceptual and methodological features of this research. From there, it compares and contrasts the two fields, paying attention to the ways in which they frame notions of success, purposes of education, the contextualized nature of school performance, and theoretical explanations for student success.

Data sources for this literature review included 50 primary documents on district effectiveness. The studies were bound to those that presented the original results from investigations of the relationship between district‐level policies, routines, behaviors, or other characteristics and classroom‐level outcomes.

Several themes run through the literature on district effectiveness. These include findings that standards‐aligned curricula, coherent organizational structures, strong instructional leadership, frequent monitoring and evaluation, and focused professional learning lead to higher test scores. Most of these investigations are framed from technical perspectives that explore the relationship between organizational regulations and improved test performance. Less common are inquiries about the socio‐political and normative forces that shape districts’ improvement experiences. One consequence of this technical focus is that the field of district effectiveness has come to share several of the conceptual and methodological properties that characterized the former school‐level research.

The article concludes by discussing the implications for the growing volume of district‐level research on educational leadership, district improvement, and educational equity.

This article details the ways in which a sharp focus on questions of what works in the district effectiveness literature has deepened researchers’ and practitioners’ knowledge of the specific mechanisms that may produce more desirable results in test performance, yet these questions alone, decoupled from corresponding inquiries about the complex, highly contextualized character of higher or lower scoring districts, leave researchers and practitioners vulnerable to the same scholarly and practical pitfalls of their predecessors.