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Managers often have little knowledge concerning the cross‐cultural and organizational changes they can expect to encounter when they are sent abroad. Describes a personal computer program designed to make managers more sensitive to the adjustments that are needed due to the cultural distance distinguishing the new and their home country. It also explores contrasts between characteristics of their previous assignment and their new assignment, emphasizing how differences in organizational centrality, influence and size may require them to develop a different managerial approach.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

Entrepreneurship education is struggling to define itself, to create a meaningful knowledge base, and to develop, entrepreneurial skills in managers. As an integral part of this process, the utility and appropriate‐ness of various teaching methods are frequently explored. It is suggested that the behavioural simulation technology, which has been successfully used to teach strategic and organisational processes and to diagnose and develop managerial skills, may be appropriate for developing entrepreneurial skills. Empirical data are used to support the argument that behavioural simulations create an appropriate teacher‐learner environment to accomplish many of the learning objectives of entrepreneurship education.

Operations researchers and management scientists develop many techniques which could improve management practice. Few of these promising innovations are implemented. In this paper, a model is developed to explain this ‘implementation gap’ based on (1) attitudinal differences (a motivation gap) between change agents (operations researchers and management scientists) and managers, and (2) the differences between desired and available resources for implementation (a feasibility gap). Strategies for closing this gap are also discussed.

It is argued that training programmes about strategic decision making tend to take an analytic approach. In doing so, they simply overlook the surprises and chaos that often characterises strategic discussions; they imply they are not important. Yet it is this discussion process itself that may be most in need of managing. Several behavioural simulations now existing are described which provide a structured context wherein participants can get insights into how executives reach agreements about strategy.

Points out that the decline in international economic differentials makes country effects less important and sector effects more important in managing equity funds; but that there is little research on sector and sub‐sector specific risks. Presents a study of sector and sub‐sector volatility in the UK 1967‐2000, explains the methodology, plots the lagged 12‐month moving average of the annualized standard deviation for market, sector and sub‐sector returns; and relates it to economic events and the US pattern. Analyses further and finds that most of the time series variation in total variance is due to changes in market and sub‐sector variance. Compares the volatility of individual sectors and discusses the implications for portfolio risk and diversification. Considers consistency with other research, the underlying reasons for the findings and opportunities for further research.

What insights might attending to the cyclical history of colonially imposed environmental change experienced by Indigenous peoples offer to critical intellectual projects concerned with race? How might our understanding of race shift if we took Indigenous peoples' concerns with the usurpation and transformation of land seriously? Motivated by these broader questions, in this chapter, I deploy an approach to the critical inquiry of race that I have tentatively been calling anticolonial environmental sociology. As a single iteration of the anticolonial environmental sociology of race, this chapter focuses on Native (American) perspectives on land and experiences with colonialism. I argue that thinking with Native conceptualizations of land forces us to confront the ecomateriality of race that so often escapes sight in conventional analyses. The chapter proceeds by first theorizing the ecomateriality of race by thinking with recent critical theorizing on colonial racialization, alongside Native conceptualizations of land. To further explicate this theoretical argument, I then turn to an historical excavation of the relations between settlers, Natives, and the land in Rhode Island that is organized according to spatiotemporal distinctions that punctuate Native land relations in this particular global region: the Reservation, the Plantation, and the Narragansett.

The aim of this study is to examine the relationships between taking charge, bootlegging innovation and innovative job performance, and to explore the moderating roles of felt responsibility for constructive change (FRCC) and creative self-efficacy (CSE).

Data for this research was collected from 503 employees working in a chain company. Through a longitudinal study design, a three-wave survey with 397 valid data provided support for the proposed theoretical model.

The results maintain a positive association between taking charge, bootlegging innovation and innovative job performance, indicating the mediating effect of bootlegging innovation. Additionally, both the FRCC and CSE facilitate the indirect effect of taking charge on innovative job performance through bootlegging innovation. Furthermore, the integrated moderated mediation model analysis suggested that FRCC is more vital in improving employees' innovative job performance.

This research aims to break the black box between taking charge and innovative job performance, which has been relatively unexplored. Drawing from self-determination theory (SDT) and the proactive motivation model, the authors verify the bridge-building role of bootlegging innovation and the dual-facilitating effects of FRCC and CSE while employees conduct taking charge. This study’s results provide new insight for managers to foster, encourage and support employees' proactive behavior.

WHILE there is no doubt that the system of issuing books at “net” prices is of great benefit to booksellers, there is also no doubt that, unless care is taken, it is a serious drain upon a limited book‐purchasing income. A few years ago the position had become so serious that conferences were held with a view to securing the exemption of Public Libraries from the “net” price. The attempt, as was perhaps to be expected, failed. Since that time, the system has been growing until, at the present time, practically every non‐fictional book worth buying is issued at a “net price.”