Michael Hoffman and Robert E McNulty

On what basis can we say that bribery is “wrong” or “unethical”? The immorality can be seen in the manner in which it is conducted. First, bribery is done in secret, not because it involves a trade secret, but because it is recognized as violating the explicit and implicit terms of a transaction. As such, bribery is a form of deception used to gain unfair … [ Read more ]

Ulrich Thielemann and Thorsten Busch

Profit is a legitimate goal; maximizing profit is not. If it does that, it simply ignores the legitimate claims of all those who do not possess the power to affect its profitability. This would be a breach of the moral principle.

Telenor’s Third Way

Telenor has experimented for years with ways to spread best practice between its foreign subsidiaries. Will its new knowledge sharing model work better than the old one?

From Void to Opportunity

When institutions fail, the normal business response is to stay away. Looked at another way, however, the institutional void may be an opportunity.

In Search of European Leadership

Most leadership literature is based on American experience. Is it possible to identify a more European approach?

Richard Farson

I have found that there are two kinds of good employees. One is the willing assistant prepared to accept whatever tasks are assigned and to accomplish them with dispatch and good will. The other goes further, anticipating what the needs are going to be and then offering solutions, not problems, ideas, not complaints. This anticipatory role is seldom asked for; nevertheless, it is an important … [ Read more ]

V N Bhattacharya

Michael Porter (1996), in his influential article “What is Strategy”, called cost reduction, quality improvement and customer service operational effectiveness. He argued they are not strategy because, one cannot choose to market products of competitively low quality. One cannot afford to say one will not reduce costs, or will serve customers poorly.

Strategy is about creating value for customers. In this respect operational efficiencies and strategy … [ Read more ]

Jean-Pierre Lehmann

Education…is not confined to time or space, it is an attitude, a constant search for learning founded on an insatiable curiosity. An “educated” person is not only someone who knows a great deal, but someone who wishes to learn in any circumstance, who poses questions, who probes, reflects and assimilates, to gain both knowledge and wisdom.

VW in China: Running the Olympic Marathon

Will Volkswagen’s “Olympic” program help it reassert its advantage in China?

What Strategy is Not

Managers use the word “strategy” loosely and often erroneously. Understanding what a strategy is is a first step to developing a successful one.

Enlightened Industrialist: Walther Rathenau

Celebrated by Peter Drucker as a key influence, Walther Rathenau deserves to be remembered as a major figure in pre-War Germany.

Rupert Evenett

A flipside of risk is trust. Trust is implicit in any dialogue between a company and its shareholders or any of its stakeholders. Trust is implicit in any discussion about the future in conditions of uncertainty…Any increased understanding of risk will tend to increase trust; while a dialogue that is risk-blind will tend to decrease trust especially over time as the unexpected inevitably occurs. By … [ Read more ]

Charles Handy

Charles Handy, Britain’s most respected management guru and a founder of London Business School, reflects on schools, management education, and eudaimonia.

History lesson: The Unsung Master of Management

An original thinker and a pioneer of the theory of harmonisation, Polish born Karol Adamiecki deserves to regain his place as one of Europe’s foremost management gurus.

Carlos Ghosn

Nissan’s multicultural boss talks about Japanese business culture, leadership and the perils and opportunities of corporate stardom.

History lesson: The Change Master

He turned a family-run gunpowder factory into a giant corporation, and rebuilt a faltering General Motors. Pierre du Pont proves that even the most moribund company can be rescued with the right management skills.

Arie De Geus

Arie de Geus, London Business School, believes archaic legislation is killing off new firms, and traditional business structures give too much power to too few people.

Expectations Unfulfilled?

Over a ten-year time span, from 1993 to 2003, the early expectations and eventual experiences of European executives were examined in a longitudinal study. In 1993, a cross-sectional sample of executives was polled about their plans and forecasts concerning the coming single market. In 2003, a similar sample of executives was surveyed regarding what they felt had come to pass over the first decade of … [ Read more ]

How Much Knowledge Should a Business Give Away?

Finding the right balance between sharing and hoarding knowledge is a tricky challenge. How much should remain proprietary and how much should be given away for free? In this EBF debate a panel of business people, academics, advisers and policymakers address the question.

Authors include: Max Boisot, Jimmy Wales, Lynne Brindley, Peter McAteer, Gita Piramal, John Hagel, John Seely Brown, Thomas H Davenport and Laurence … [ Read more ]

History lesson: The Real Machiavelli

For the past five centuries, the political genius of Niccoló Machiavelli has been overshadowed by his reputation as a cold supporter of corrupt ruling. Only recently have his true beliefs come to light.