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Companies in general have not lived up to their ethical responsibility in assisting workers in decreasing workrelated accidents and illnesses. This paper presents a systematic four‐stage employee involvement model that was successful in transforming a company’s culture to become a model for preserving workers’ rights to safe working conditions. By changing the prevailing management ideology on safety, the model offers a positive solution to improving workplace safety and morale, while preserving the workers’ rights to be involved in decisions that affect the quality of their lives.

States that the twenty‐first century has brought with it the global marketplace, and with it unparalleled business opportunities which have competitive pressures. Discusses how organizations can use management education to create competitive advantage. Concludes that management education and development is essential in order for an organization to remain competitive.

Analyzes recent thought relating to the forced restructuring of businesses. In general, businesses are unable to compete in the new global environment in their present state because of worldwide competition; national changes involving mergers, bank failures and company takeovers. Companies which can incorporate a team philosophy into their organizations will have a better chance of surviving in the year 2000. Details the new and more stringent requirements that are placed on leadership and the empowerment of teams through leadership. Focuses on information as to how to choose the right leadership and teams. Uses significant examples of businesses which have successfully restructured to illustrate the importance of fostering a leadership style which will advocate teamwork.

For many years, proponents of organizational learning have subscribed to the view that well trained and supported company leaders are in a good position to help a company seek competitive advantage. However, in a culture of short‐termism, management education is frequently overlooked as a method of improving organizational performance. This is despite the fact that, when properly used, it can be one of the single most important sources of sustainable competitive advantage. Why? Because the quality of an organization’s human resources, unlike aspects such as assets and strategies, cannot be easily duplicated by others.

The purpose of this paper is to empirically examine the effects of different R&D funding inputs – including funding for basic research, applied research, and development – on different innovation outcomes (e.g. inventions, patents, licenses, and start-ups).

The study borrowed the resource dependence theory perspective by focusing on the proportion of funding secured from various external sources that fund university R&D, and assessed its effect on the nature and outcomes of the university research activity.

Results indicated that greater funding of basic research was associated with more inventions and patents; greater funding of applied research was associated with more licenses; and greater funding for development activities was associated with more university start-ups.

The contributions of this study are two folded: first, it added to the debate that more R&D investment is indeed associated with more innovation outcomes; and second, it is important to differentiate the R&D funding inputs as they are related to different innovation outcomes.