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It is all too easy in the hectic world of business to get too involved with the day‐to‐day managing of processes and events. When this happens it is difficult to see the wood for the trees and the automatic pilot syndrome takes over. This does not suggest that you do not know what you are doing ‐ on the contrary you are probably as switched on to whatever activity you are managing as anyone could be. What you could be missing, however, is the explanation as to why you are doing it. If this sounds familiar to you, what might be needed is a detached period from your work. By this I mean stay on the high ground for a while so you can get an overview of what you are doing and, more importantly, why you are doing it. How many managers, I wonder, get the opportunity to question what they are doing? If you allow yourself to slip into complacency then you and your organization will soon lose competitive advantage.

Among the top management issues covered in this section are: leadership to promote change; issues of corporate culture; effective international strategy; environmental leadership; investment in Eastern Europe; and developing “world‐class” manufacturing strategy.

It is all too easy in the hectic world of business to get too involved with the day‐to‐ day managing of processes and events. When this happens it is difficult to see the wood for the trees and the automatic pilot syndrome takes over. This does not suggest that you do not know what you are doing ‐ on the contrary you are probably as switched on to whatever activity you are managing as anyone could be. What you could be missing, however, is the explanation as to why you are doing it. If this sounds familiar to you, what might be needed is a detached period from your work. By this I mean stay on the high ground for a while so you can get an overview of what you are doing and, more importantly, why you are doing it. How many managers, I wonder, get the opportunity to question what they are doing? If you allow yourself to slip into complacency then you and your organization will soon lose competitive advantage.

In every country, specific cultures exist. In comparison most businesses have a variety of different cultures because there are different people working within the company. People with the same religion, language, beliefs and values share a culture. This, in turn, is shared with all types of people in the same cultural system. Here the author examines the art of managing people who are from different cultures, taking into account their different set of values, traditions, and ways of achieving various goals. It exposes some of the problems inherent in the host (local) country where a home (parent company) manager refuses or is incapable of internalizing the local culture in which the expatriate operates. Business tactics are enforced and implemented differently depending on the culture the decision‐maker is from. Therefore, one should always think globally and act locally.

The article examines AXA UK's decision to invest in a four-year, £25 million sponsorship of the English Football Association's Challenge Cup beginning with the 1998-99 season. Corporate profiles are provided for the sponsor along with a comprehensive socio-historical overview of the property. As a member of the French-based, multinational AXA Group, the relationship of this domestic sponsorship (offering worldwide exposure) to the company's strategic emphasis on “Thinking Globally” and “Acting Locally” is examined. The Sponsorship Team's careful selection of the property and formulation of strategic goals, challenges, creative themes, consumer targets, and partnerships is presented. Evidence suggests that AXA UK's decision to pursue sponsorship over advertising paid significant dividends through the first two years of the agreement.

Social enterprise plays a pivotal role in helping people and communities. Since the global financial crisis of 2008, there has been an upsurge of social enterprise within a local, national and global context. The purpose of this paper is to explore the debates and issues presented by social enterprise in a very complex globalized world.

In this paper, the authors apply two geographical case studies: China and India. The purpose for selecting both China and India is their increasing economic super power on the global stage. It is argued that the concept of social enterprise within the geographical context of China and India is significant to their individual economies.

The concept of social enterprise within the geographical context of China and India is significant to their individual economies and as explored within the notion of “think global, act local” the conceptual debates of place, space and time enables people to take positive action and enable the development of healthy communities.

This paper contributes to the discussion around the definition of the nature of social enterprise and gives concrete examples of the contextually specific nature of the term.

The purpose of this paper is to operationalise the collaborative cross-border innovation process employed by multinational corporations in their effort to penetrate new markets.

The paper is based on the case study of a leading European telecommunications group (OPERACOM). Methodologically it relies on 32 interviews, observation and secondary data analysis, and is theoretically founded on an extensive (mostly narrative and partly meta-synthetic) literature review.

The findings show that two new activities merit inclusion in the collaborative cross-border innovation process: strategic marketing anticipation and pre-opportunity studies. In this context, three strategic marketing levers are elucidated: subsidiaries’ knowledge integration, communication/coordination mechanisms, and collaboration-governance; interrelating on the way the activities and elements comprising the breadth and depth of the process’ continuum.

These stem from and are inherent to the very nature of the research (case study), which proscribes generalisations. Additionally, the research’s long-term span subjects the results to some inevitable potential temporal distortions.

The research findings, owing to their detailed and activity-specific disposition, constitute a case prototype towards further and/or corresponding application to organisations of this and/or other industries; presenting executives with an existing and market-tested positive paradigm of the innovation aspect of the collaborative market-entry mechanism.

Carrying significant scholarly and executive value, the research substantially and specifically enhances the understanding of innovation as an integral part of the internationalisation process, describing and prescribing explicit processes and actions throughout the horizontal and vertical organisational axes.

How many times have you been in a bank, shop or restaurant, satisfactorily received what you wanted, only to be treated by the member of staff with utter disdain? If the answer is once only, that is once too often. People are talking about a breakdown in society in terms of morals but all I am talking about are a few good manners. It has never harmed anyone to say please or a thank you, yet it is surprising how many people who are working at the customer interface of a business often find difficulty with this simple task. It is sometimes not what they have said, but the way in which they have said it, and ultimately whether or not they will go back again. Tone of voice is most important to show that a person means what they are saying.

The purpose of this study is to serve a political-cultural perspective on the environmental movement in Israel through an examination of the organizations’ impact on the shaping of geographic space, the political system, and the general culture. The practical expression of political cultures is examined through an analysis of prominent organizations’ activism as manifested in seven representative environmental campaigns waged over the last four decades. The study is qualitative in nature, and as such is based on in-depth interviews with numerous actors from the environmental arena – institutions, NGOs, the business sector, and academia. The originality of the study is to deeper the cultural aspects of the phenomenon.

Some of the findings regarding the effectiveness of the environmental campaigns are showing that there is significant gap between the political system and the civil society in Israel, relating the environmental issue as a whole: while the first still see it as a marginal sector, the Israeli public and local leadership has made a change in the attitude toward environmental issues. This cultural gap is due to the difference in cultural values, between the local and national level.

Using a managerial cognition lens, we investigate the organizational design issues facing multinational corporation (MNC) managers. We apply concepts hitherto untested in the international management (IM) literature to a longitudinal study of reconfiguration efforts within a large, Asian MNC. We focus on how organizational design outcomes can be affected through mental interventions that provoke changes in senior executives’ mental representations of what the MNC is and can be to achieve a strategic redirection and redesign. We draw on extensive interview and other qualitative data. Our study contributes to the literatures on MNC design and to our understanding of the important, but largely neglected, micro-foundational role of cognition in IM. This field research on executive judgment and decision-making in real time offers unique insights into the dynamics of MNC design.