- Covisint: an exercise in B2B relationships
- The 7 deadly sins of organizational leadership communication
- How Hertfordshire Primary Care Trust successfully rolled out self-service learning and e-learning to end users
- SWOT analysis for Air China
- Four positive employee behaviours that will lead to guaranteed success
- Air Baltic and SAS – a case study in the European airline industry
- Developing future leaders at Hyundai Motor Company through blended learning
- Raising the curtain on culture change
- Strategic HRM and business performance in the Hilton Group
- Interpreting the successful transformation of Shell's advertising activity 1997-2002
Shared vision
The principle difference between managers and leaders is found in vision. Managers wait for someone to give them the vision. Leaders create the vision. This leads to other differences in performance...
New Look - a successful public-to-private transaction
In July 2003, UK fashion retailer New Look was taken private with the support of Apax Partners/Permira. The management of New Look, originally listed publicly in 1998, wanted to transform the company...
The tao of market orientation
Since a firm's ability to employ new and successful product innovation is an important competitive weapon, a lot of time and effort has been devoted to exploring potential determinants for superior new product performance...
Corporate social responsibility convergence
Firms' social practices are often driven by pressures to conform, instead of pressures to perform. Even firms that want to be innovative can be forced by stakeholders to adopt passive and imitative behaviour...
Interview - Srikumar S. Rao, Happiness at Work
An interview with Srikumar S. Rao, author of the book Happiness at Work. Giles Metcalfe asks questions about his philosophy on how we can all be happy in the workplace and in our lives...
Good or bad habitus - when employees contravene directives
What are the implications of managerial decisions when they run contrary to the norms, values and espoused beliefs of individual employees, and threaten existing relationships within companies...?
Implementing effective training evaluation in the NHS
While the importance of vocational training is widely recognized, promoted and backed with impressive amounts of spending, very few organizations actually evaluate training. Why is this...?
Eye line is buy line – impulse buying on fashion websites
The findings from a recent study suggest that the number of external trigger cues for impulse buying may be a factor that affects a retailer's profitable success by encouraging online impulse purchases...
Green ops in the automotive industry
Toyota, GM and VW are pursuing environmental initiatives involving green operations practices, but is there a gap between what companies say they do in their environmental reports and what they actually do...?
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Management guru Stan Slap is the president of the international consulting company slap, and has developed many successful management training programmes.
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The Big 3 motor companies – General Motors, Ford & Chrysler dominated the global market in the early twentieth century.
In 1994, Toyota replaced Chrysler in the Big 3, and became the global No. 2 motor manufacturer by squeezing out Ford in 2003. Since 2008, Toyota has replaced GM to be the largest automaker globally. How has Toyota achieved its success?
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