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The purpose of this paper is to discuss how liberal higher education can strengthen vocational higher education.

The paper uses Shay's (2013) framework of curriculum differentiation to articulate how the strengths and shortcomings of liberal education differ from those of vocational education and to allow the differences highlighted to inform a resolution to each other's shortcomings.

There is nothing new in the findings that liberal education differs from vocational education and that both have shortcomings. What the paper presents is a viewpoint that the differences are not confirmation that these two approaches to education are in opposition but rather that they complement each other. The strength of one is the weakness of the other.

The perspective taken in this paper is developed using the language of semantic density (SD) and semantic gravity (SG). Using Shay's semantic field of recontextualized knowledge, this paper suggests that liberal and vocational education inhabit two sides of contexts and concepts continua. The paper further proposes that both are alike in a meaningful way because both have unsuccessfully managed the role of context in their curricula.

The intent of this article is to explore the resultant conundrum that arises when the role of the chief executive officer (CEO) and the role of the chairman of the corporate board are merged into one person. There is a resultant loss in checks and balances and this can result in a decrease in vigilance in the operation of the corporation. Given this loss of vigilance power begins to center in one leader, the CEO/chairman, that can be used for personal gain at the expense of the other stakeholders of the corporation. This creates an environment of greed and corruption that eventually creates mistrust in the viability of the stock of the corporation as well as loss of personnel that can right the course. The article raises the concern and sees an answer for such issues in government regulation as it relates to the corporate structure.

Globalization blurs the boundaries of national identity and national differences between corporations. It is increasingly necessary for corporations to identify with a plethora of nations and cultures. Countries that had never been considered major participants in world trade have suddenly emerged as major economic powers. In the past two decades, world trade has expanded from $200 billion to over $4 trillion (Czinkota and Ronkainen, 1993). Yet, the USA's participation in world trade measured as a proportion of world market share has declined drastically. In the early 1950s the USA accounted for nearly 25 per cent of world exports (adjusted for World War II); in 1991 this figure had declined to 12 per cent (Czinkota and Ronkainen, 1993). In 1987 the USA had a trade deficit of $166 billion, larger than that of any other nation (McEnery and DesHarnais, 1990, p. 43). This situation demonstrates a need for American corporations to develop products with a global consciousness in a cross‐cultural context. It is essential that managers acquire cross‐cultural understanding and skills. International business competition requires managers to have not only a knowledge of how to be a global player, but also the ability to implement that knowledge. In response to this, cross‐cultural managers must deal with certain fundamental issues. Three of the most essential issues are: communication, adaptable management strategies that transcend cultural differences, and sufficient investment in human resources.

Defines ethics and examines the controversy surrounding teaching ethics in business schools. Traces the link between personal values and business schools, and discusses strategies for developing and maintaining ethical businesses.

Explores the shifting values and infrastructures which characterize recent changes in US managerial systems – from a traditional hierarchical approach to an emerging team management concept. Success will come to those companies which place innovation and team spirit back into the work environment. As we approach the twenty‐first century, two major challenges confront US corporate managers in utilizing team management techniques – a new corporate mindset and a multicultural workforce. To accept the commitment needed for effective team management, managers will be required to develop a paradigm shift. This shift is a process which is both complicated and difficult. Multi‐cultural teams must be helped to confront differences in attitudes, value, behavior, experience, background, and expectations, as well as language, with respect.

Written in response to many enquiries about how the social audit is linked to quality control issues, reviews the developmental history of the social audit and its links to government regulations. Discusses and analyses ethical dilemmas.

The concept of empowerment is very familiar to the human services world where the goal is to empower clients to manage their own lives as much as possible. In the corporate world, however, empowerment is a fairly new concept. There are issues involved in the infusion of empowerment into the corporate structure which are addressed in this paper. These include the process of developing an empowerment structure that will continue to function, the identification of qualified employees who can manage their workloads within an empowerment system, and the commitment of managers to empowerment as a way of meeting production goals. Within the human services system, empowerment is an accepted form of practice. The corporate world is trying to develop this practice in an era of downsizing and redefining of structures. This paper maintains that the development of empowerment found in human services can be transferred to the corporate system because the process of infusing empowerment into each system is relatively the same.

Asserts that teamwork is fundamental to continuous corporate improvement. Discusses the characteristics and benefits of team management on an organization‐wide basis and examines the steps that can be taken by a company to support team management throughout the organization. Reviews the literature and case examples in order to articulate the following aspects of team management: the best team skills, the characteristics of an effective team, the best type of team player, the reasons that teams fail or succeed, and the components of an effective team.

This paper explores the real issues in team effectiveness as they relate to leadership, assessment and policies in any business organization. Data are derived from a questionnaire that was given to 60 executives in different business organizations, creating a matrix of 1,020 answers which were then put into the three areas and examined for commonality of issues, trends and tentative conclusions.