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Franchising, as a popular form of entrepreneurship, continues to be increasingly accepted throughout the world. However, due to many frauds and failures in the past, franchise laws have been established to ensure full disclosure on the part of the franchisor to all prospective franchisees. Surveys 101 companies and their disclosure documents, to ascertain how they operated their business and the extent to which they complied with the disclosure regulations. It was evident that the disclosure rules provided increased knowledge for prospective franchisees, although not all franchisors adhered to the spirit and letter of the law.

With managers anxious to develop competitive advantages with new global allies, and with manufacturers moving offshore in search of lower costs and foreign scale economies, it is important to develop an international business strategy vision to cope with a rapidly developing global economy. This article reviews strategy development and highlights the need for a new strategy vision for tomorrow. Implications for management development are discussed.

Because franchising is a popular and important business alternative, we propose that concerted effort be taken by organization scientists to develop and test theoretical perspectives relevant to this business form. Rather than risk “reinventing the wheel”, researchers should first consider findings from outside the franchising arena to assess their generalizability to franchisors. To this end, three common configurations of franchise organization are described and placed within Mintzberg’s (1979) framework, and the logic linking various organization, strategy, and environment features into an harmonious configuration is presented with respect to each. This configuration view is used to describe franchise organization transitions, and propositions to guide future study of franchise organizations are presented. Thus, both franchising and organization theory are extended by showing how the franchising phenomenon fits into a general perspective on organizations.

The purpose of this paper is to better understand the development and implementation of shared leadership in multi‐generational family firms. Shared leadership or family top management teams involve multiple family members in the top management and ownership of family firms.

A qualitative case study approach was employed, using in‐depth interviews of the top managers of four family businesses. Each case was analyzed separately, and emergent themes found in each case; and then generalizations were made across the four cases in the cross‐case analysis.

Eight factors or conditions were examined that affect shared leadership in multi‐generational family firms according to the respondents – long‐term orientation, close communication and shared understanding, resistance to change, succession planning, failure to release control, reporting relationship confusion, increased decision time, and higher decision quality. The result of this study is the production of eight propositions to build theory concerning shared leadership, which is an under‐researched area for family business studies.

This paper is rich in qualitative detail, but with all such case study research, its limitations regarding sample size are recognized.

This paper views shared leadership as a growing phenomenon that incumbent family business leaders should consider as a viable alternative to primogeniture or the choice of a single successor.

The study described in this paper is groundbreaking in that it examines shared leadership or the development and implementation of top management teams in family firms in depth and detail. The paper contributes a balanced view of the implementation of shared leadership in family firms, exploring both the positive and negative aspects.

Nobody concerned with political economy can neglect the history of economic doctrines. Structural changes in the economy and society influence economic thinking and, conversely, innovative thought structures and attitudes have almost always forced economic institutions and modes of behaviour to adjust. We learn from the history of economic doctrines how a particular theory emerged and whether, and in which environment, it could take root. We can see how a school evolves out of a common methodological perception and similar techniques of analysis, and how it has to establish itself. The interaction between unresolved problems on the one hand, and the search for better solutions or explanations on the other, leads to a change in paradigma and to the formation of new lines of reasoning. As long as the real world is subject to progress and change scientific search for explanation must out of necessity continue.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Term. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.

The current Industry 4.0 era is considered not only as a process that dominates technological developments but also as a process that influences the leadership styles. Management 4.0 is essential for businesses to find and apply the appropriate technologies in the age of Industry 4.0. The leadership styles that business managers will adopt in order to be successful in this process and to survive in an intensely competitive environment can play an important role. At this point, a significant problem arises: identifying leadership styles that will bring success. In this context, the primary purpose of this chapter is to explain the modern leadership styles that business managers can adopt or follow in the age of Industry 4.0. In line with this purpose, the chapter first describes the historical development of leadership, leadership theories and modern leadership styles, such as transactional, transformational, technological, strategic, visionary and agile leadership, and all these concepts are discussed based on the Industry 4.0 perspective.

Australis abandons connect time As of 1 July, Australis users will no longer pay connect time charges. Instead they will pay a flat fee of A$450 per year for unlimited use of all the Australis databases. The move echoes the steps ESA‐IRS took away from connect time early last year, but is even more dramatic.

Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange for Auto Parts procurement by GM, Ford, Daimler‐Chrysler and Renault‐Nissan. Provides many case studies with regards to the adoption of technology and describes seven chief technology officer characteristics. Discusses common errors when companies invest in technology and considers the probabilities of success. Provides 175 questions and answers to reinforce the concepts introduced. States that this substantial journal is aimed primarily at the present and potential chief technology officer to assist their survival and success in national and international markets.