Moving centre stage: the changing role of the non-executive director

Article Abstract:

Survey data is presented on non-executive corporate directors in the UK, who were asked their opinions regarding the importance of board committees, their own participation in these committees and the loss of independence that might result, and potential changes to the UK's unitary board system. Most expressed the belief that legally, no difference exists between executive and non-executive directors, which hinders efficiencies no matter what board structure is in place.

Management Dynamics NEC, Models, Human resource management, Corporate directors, Corporate governance, Surveys, Management techniques, Polling Data, Industrial management models

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The role of corporate identity in merger and acquisition activity

Article Abstract:

The authors posit that the attention paid to corporate identity issues correlates positively with the success of an acquisition or merger. They outline the corporate identity approach to these two types of organizational change, which includes 'good fit' assessments of corporate culture, nationality, goals and philosophies, history, behavior, communication, market conditions and strategies.

Corporations, Research, Acquisitions and mergers, Organizational change, Corporate image, Business failures

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Improving product development performance: key management and organizational factors

Article Abstract:

Research indicates that new product development (NPD) requires investment in the two key areas of personnel and training. The authors use the Assessment Tool and Methodology (ATM) to evaluate NPD processes, which covers performance and success criteria, product complexities, integration and development.

Product Development, Management, Planning, Evaluation, Measurement, Industrial efficiency, Economic efficiency, New products, Product introduction

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