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Planning Review interviewed T. Boone Pickens in Westchester shortly before he spoke at Business Week's “Conference on the Future” in April. Mr. Pickens is a charming propagandist, a great talker generous with his time, and an entrepreneur clearly excited about catching a ride on the flood tide of opportunity. The misadventures of the oil business and the malapropisms of its cast of characters provide him with a generous supply of raw material for his saga of the populist gamesman, armed with the best strategy, pitted against the entrenched and self‐righteous establishment. He obviously loves the contest.

Shareholders are the entire reason for a company's existence. But more often than not, they are the forgotten people in Corporate America.

The general opinion is that as executives advance into the '90s, there will be a smaller number of executives with larger responsibilities (Braham, 1988). These changes will demand executives to be healthier physically, mentally, and emotionally (Braham, 1988).

Considers factors effecting environmental change in America, focusing on communication and wind power.

This briefing is prepared by an independent writer who adds their own impartial comments.

Surveys show that the average American is now finally aware of climate change. They know that green house gases in the Earth's atmosphere are rising to dangerous levels, that carbon emissions are to blame, and that climate change poses a very serious problem to the future of our planet. Despite this, surveys also show that they are doing precious little about it. On the whole lifestyles have not changed, even in the simplest ways. Americans might know the world is at risk but still they make little or no effort to recycle trash, use energy saving light bulbs or avoid using the car. This is a real predicament with growing urgency. So what is to be done?

Offers advice on reformulating communications when it comes to climate change.

Gives American attitudes to climate change, highlighting the importance of money and information for the very wealthiest as well as the average Americans.

During the past decade Wall Street practitioners devised various methods for converting undervalued corporate shares into instant wealth. Their tactics, however, have had highly negative consequences for a number of companies. Many companies have, in fact, restructured with substantial debt with severe operational consequences. The purpose of this paper is to examine the reasoning behind such a boom in the hostile takeover activities. It will discuss the importance and implications of restructuring, causes for corporate hostile takeovers and the defense strategies that effectively resist external acquisition.

Volume 25 celebrates the 25th year of publication for the American Journal of Business (AJB). Launched by eight MAC schools of business in March 1986, the Journal has featured more than 700 authors who have contributed more than 330 research articles at the intersection of theory and practice. From accounting to marketing, management to finance, the Journal prominently covers the breadth of the business disciplines as a general business outlet intended for both practitioners and academics. As the Journal reaches out beyond the MAC in sponsorship, authorship, and readership, we assess the Journal’s first quarter century of impact.

This illustrative case discusses and evaluates Vodafone Group and its overseas expansion and diversification in global business. Vodafone is a UK‐based company that was established after a spin‐off from Racal Electronics Group in 1982. The primary objective of this case is to examine Vodafone’s changing focus and international expansion in the world wireless industry. The case intends to look at Vodafone’s future expansion, growth and global strategies within the concept of internationalization and competitive advantage issues.

Bill, you've been serving as the chief operating officer for the Boston College MBA program for the past six years. You've also written about a quality you associate with the greatest leaders that you call “executive mind.” How do you define this kind of thinking?

The last several years have seen a rash of takeovers—hostile and friendly—affecting the basic structure of U.S. corporations. Many of these takeovers have been spearheaded by a small group of raiders who, with the help of ingenious financing techniques and willing sources of funds, have threatened the long‐term existence of even the largest corporations in this country.

The word “decision” comes from the Latin decidere, which means “to cut off.” And it's a word that pretty much defines what JBS readers do. After all, deciding—cutting off internal and external debate and setting a direction—is an executive's chief function.