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Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce – not even, in many cases, describing workers as assets! Describes many studies to back up this claim in theis work based on the 2002 Employment Research Unit Annual Conference, in Cardiff, Wales.

The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.

Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in their efforts to develop and market new products. Looks at the issues from different strategic levels such as corporate, international, military and economic. Presents 31 case studies, including the success of Japan in microchips to the failure of Xerox to sell its invention of the Alto personal computer 3 years before Apple: from the success in DNA and Superconductor research to the success of Sunbeam in inventing and marketing food processors: and from the daring invention and production of atomic energy for survival to the successes of sewing machine inventor Howe in co‐operating on patents to compete in markets. Includes 306 questions and answers in order to qualify concepts introduced.

This article aims to provide a timely examination of and reflection on the impact of COVID-19 on the neo-liberal paradigm that has been prevalent in international higher education (HE) for two decades since the late 1990s.

Methodologically, this paper deploys conceptual mapping as an analytical tool to explore and examine the global news updates that provide timely (i.e. early 2020) record of the fast-moving pandemic.

It unfolds four pairs of contradictions occurring in the Western universities during the pandemic outbreak, i.e. HE as cross-border services vs border control, the state's shrinking public funding vs universities under financial threat, increased reliance on foreign students' tuition fee vs decreased international enrolment and the user-pays philosophy vs the rising force of user says.

It is argued that the pending crises facing Western universities are not merely financial issues; they reveal the shortcomings that are inherent in business model of HE driven by economic globalisation but triggered by coronavirus pandemic to erupt. The pandemic should be temporary, but its spill-over effects may alter the overarching landscape of the international HE relations, which is part and parcel of the changing geopolitical order featured as de-globalisation.

The paper has practical implications for acting on international HE in the time of coronavirus pandemic. They mainly consider four aspects: (1) travel distance as new determinant of study abroad, (2) the renewed significance of a state's role in policymaking and financial undertaking, (3) shortcomings in market mechanism and (4) East Asia as an emerging regional hub of study abroad.

This paper is expected to leverage three lessons learned from the upending situation. First, it is conceptually misleading to define international HE as a form of market-led “transnational service” and cross-border tradeable product undermining a state's control. Second, a state's supervising model needs to be reviewed, to embrace the renewed relationship between a state and universities in the new context of global pandemic. Third, the global landscape of international HE may be altered.

This conceptual paper provides a timely critique of the neo-liberal paradigm in HE and shedding light on the changing global landscape of international HE along with the changing geopolitical relations reshuffled by COVID-19 and its spill-over effects.

This paper aims to analyse the conceptual bases of the related terms of “host” and “guest” in Chinese and reveal essential, though overlooked, cultural differences that relate to “hospitality” in Western and Chinese cultural contexts.

A presupposition of this conceptual investigation is that culture manifests itself linguistically. The analytic approach used here is textual analysis. Confucian classical texts are the main source of evidence for examining the conceptual commitments of the Chinese characters 主 and 客 and their corresponding practical expressions.

Cross-cultural comparison reveals asymmetries between the term “hospitality” and its Chinese translations, etymologically and culturally. This study demonstrates how the Chinese 主–客 paradigm is both hierarchal in nature and centred on the role and interests of the host. It further compares this paradigm with its Western counterpart along five different dimensions.

The specific Chinese norms for the host–guest paradigm synthesized here could prompt both academicians and operators to question the cultural attachments associated with hospitality by participants and the cultural differences in hospitality transactions and management. The cultural sensitivity modelled here is intended to facilitate harmony between a hospitality setting and the culture in which it is embedded.

This conceptual paper is the first in the Anglophone literature to explore the Chinese cultural roots of the concepts “host” and “guest”. The linguistic perspective used in this study allows the concept of “hospitality” to be studied cross-culturally and in an interdisciplinary way, addressing a blind spot in the extant hospitality literature.

This book is a policy proposal aimed at the democratic left. It is concerned with gradual but radical reform of the socio‐economic system. An integrated policy of industrial and economic democracy, which centres around the establishment of a new sector of employee‐controlled enterprises, is presented. The proposal would retain the mix‐ed economy, but transform it into a much better “mixture”, with increased employee‐power in all sectors. While there is much of enduring value in our liberal western way of life, gross inequalities of wealth and power persist in our society.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

The increasing globalization of business has led to increasing demand for executives who can function in cultural milieus different from their own. This demand has been exacerbated by the fact that globalization has not led to cultural homogenization and hence, for good or bad, executives are not able to universally apply the home country's conceptualizations of rights, responsibilities and duties and must operate within the constraints of host country's cultural environments. Hence, business scholars and global executives increasingly need to reflect on the conceptualization of rights, responsibilities and duties; understand the historical context which has led to different conceptualizations across geographies and appreciate and harness these differences for improving business effectiveness. This paper helps in this endeavor by explaining the differences and similarities that exists between the Indian and Western cultures regarding the concepts of roles, responsibilities and duties. This exposition will help multinational organizations improve their internal practices and employee training methods.

This study attempts to trace the differences and similarities in the conceptualization of rights, duties and responsibilities between the Western tradition and the Indic tradition by literature review. The Indic tradition refers to the broad cultural paradigm that shapes the thinking of the people of Indian subcontinent. The prominent sources of the Indic tradition include Hinduism and Buddhism. India was a British colony for two hundred years and is home to one of world's largest English-speaking population. There are more Muslims in the Indian subcontinent than in the Middle East (Grim and Karim, 2011). Hence, the Indic tradition has also been substantially influenced by the Western and Islamic traditions.

The paper argues that Westerners and Indians have different conceptualization of rights, duties and responsibilities and their relative importance. Broadly speaking, Indian ethos focuses on context-specific responsibilities while the Western attitude focuses on universal rights. These differing conceptualizations have been shaped by the cultural history of the two regions and are manifested in the decision-making styles, levels of individual autonomy and views on the ethicality of actions. There is a need to train expatriate Western and Indian managers on these issues to enable smooth functioning.

The cross-cultural literature has tended to lump together all non-Western civilizations under the category of East thereby ignoring significant differences between them. The Far-East countries of China, Korea, Taiwan and Japan have been highly influenced by the Confucian ethics. India-specific social systems like the caste system, division of human life span into stages with specific responsibilities, enduring worship of nature and Western influence through colonization have been absent in these countries or much less marked. The paper aims to bring forward the distinguishing features in Indian thought that contributes to its distinctive attitude toward rights, responsibilities and duties; contrast it with the Western views on rights and duties and identify the relevance of the discussion to the business context.

The cross-cultural training needs to emphasize both conflict resolution and behavioral aspects. For example, the conflict resolution process in Western countries can be more algorithmic with conflicts being rationally determined by consistent application as well-defined rules (as nature of duties is more universal in Western tradition). On the other hand, conflict resolution practices in India need to be contextual and may require appeals to higher ideals (as nature of duties is more contextual and idealistic in Eastern tradition).

The differences in attitudes regarding rights, responsibility and duties between the West and India suggest the need for cross-cultural training of managers and contextual conflict resolution techniques. The need is exacerbated by the increase in the number of multinational corporations (MNCs). Earlier, most MNCs were headquartered in the West and hence cross-cultural training was primarily geared to help Western expatriates fit into the host country culture (Nam et al., 2014). The growth of Asian MNCs has increased the need of cross-cultural training for Asian expatriates (Nam et al., 2014).

The training processes can be customized to supplement cultural strengths and promote behaviors that are culturally inhibited. Employees in India can be trained to emphasize the value of assertiveness in communication, the need to articulate one's personal success and appreciate the rigid nature of rules in Western contexts. Similarly, Westerners can be trained to emphasize the importance of context in business interactions, the need to forge personal relations for business success and the importance of paternalistic behavior in securing employees commitment.

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.