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Essays on social responsibility call the United Nations Global Compact (UNGC) “by far the world’s largest corporate responsibility initiative”. The authors look at two avenues to encourage responsible business behavior. First, at law, where law is not the answer and, second, at the UNGC. This paper aims to increase awareness of the UNGC, an umbrella organization supporting corporate good conduct.

The goal is to make corporations socially responsible. Law by nature addresses misconduct. The UNGC is more positive, encouraging responsible behavior in ten areas. The UNGC could be more effective. The authors suggest that social media and management education can help the UNGC positively impact corporate behavior.

The UNGC represents a significant opportunity. If the UNGC lives up to its potential, corporate misconduct may be lessened and corporate good behavior could be publicized, rewarded and increased.

The time has come to let readers start thinking about the UNGC and its goals. This can help bring greater social responsibility in tomorrow’s businesses.

In this paper we have argued that the reasons for the unusually high level of unofficial strike action in Ireland has little to do with the nature of the industrial relations system, or with any deep‐seated historical ideological conflict among the principal interest groups. Rather it was the marked departure in public policy in relation to pay and collective bargaining that were the principal causes of high proportions of unofficial strikes. Our basic view about unofficial strikes is that they arise because of the presence of some structural rigidity, which, in turn, results from the nature of the bargaining structure. For example, an extended period of centralized pay bargaining leads to a stiffening of local employer‐employee relationships and procedures which, previously in a decentralized structure, were more flexible and less strict and precise in their formulation and application. This change in the bargaining structure leads to increased levels of unofficial action for a variety of reasons, which are discussed in the paper. There are also other contextual and structural factors which may influence or intensify levels of unofficial action: the type of work in which people are engaged, the strike issue, sector ownership, industry, trade union, and firm size.

The purpose of this paper is to ask whether ethics can be taught? Can we teach how to make decisions in issues involving ethics? Preliminary results suggest we can.

The paper describes how managerial ethical decision making is taught using a tool called the JUSTICE framework. Each letter introduces a decision making criterion: J for Justice, U for Utilitarian, S for Spiritual Values, T for TV Rule, I for Influence, C for Core Values, and E for Emergency.

It is not known if ethics can be taught, but we now believed we can teach our students learn ways to face managerial ethical decisions. What the JUSTICE model lacks in theoretical underpinning it makes up for in pragmatic results. Students learned (memorized) all seven criteria, and learned to select their three favorites, and then to use the model to decide in numerous cases. It works.

The paper introduces the JUSTICE approach.

Avoidance becomes the default management style for dealing with cross‐cultural conflict in overseas Korean organizations rather than a collaborative style. We argue in this conceptual paper, this is due to the absence of personalized informal social ties that are utilized in domestic Korean organizations to progress information sharing and conflict resolution, and to the absence of a structured and transparent conflict resolution mechanism understood and accepted by both Korean managers and overseas workers.

This chapter attempts to reinvigorate scholarly interest in executive scanning by outlining a model to guide future research on executive search within the context of international strategy. Executive scanning has received considerable empirical attention but only limited theoretical attention. Most of this research has studied scanning as the receipt rather than the search for information. Based on the application of learning theory, we outline a model advancing two broad categories of executive search exploitative and explorative, consisting of six specific search behaviors. We advance search as integral to managerial decisions relating to the various aspects of internationalization, notably choice of location, corporate strategy, and mode of entry. The implications for future research are presented.

Korean organizations’ attempts to transplant home management practices directly to their overseas operations have not been received positively by foreign staff; the application of hierarchical Confucianist management principles has led to high reliance on expatriates in Korean overseas operations and failed integration with both local staff and local markets in host country. In this conceptual chapter, we examine the significance of strong informal social ties (based on the unique social psychology of jeong, woori and nunchi) as cultural control in the Korean workplace and develop this as a novel explanation for Korean management discomfort in overseas settings. Promotion of weak social ties with local staff is suggested as more appropriate for achieving goals of exploring local expertise and knowledge.

This paper reports the results of an empirical study which explores the extent to which career structures have changed. The study examines the influence of technological change, fast‐changing environments, manufacturing and increasing globalisation of products and service markets on careers. The study focuses on these issues in a cross‐cultural context. The study found that in general, more sophisticated human resources activities were associated with career pathing in organizations.

The purpose of this paper is to provide an outline of the arguments for and against different types of journal ranking lists, and, against this background, an account of the development of the Association of Business Schools' (ABS) Journal Quality Guide.

The paper identifies recent trends in academic journal publication that have increased the need for mechanisms to assess the overall quality of academic journals. Six approaches to ranking are outlined and evaluated including the hybrid approach adopted in producing the ABS Journal Quality Guide.

The ABS Journal Quality Guide provides wide journal coverage; has high levels of internal and external reliability; is sensitive to small variations in the ratings of journals, and is generally accepted as a fair means of ranking journals within its user community.

This paper focuses on developments in the UK, and while the findings of this study may be of interest to researchers in other countries, the implications for policy and practice will be felt most keenly in British business schools.

This paper describes a hybrid, iterative and consensual approach to developing and validating a journal quality guide that is likely to be of value to researchers, academic managers, subject librarians and research auditors.

The first section of this volume deals with leadership qualities in the global environment. In particular, we are pleased to have scholars share their leading-edge research in terms of the following leadership characteristics and qualities: personality, competency, the ability to scan environment in search of useful information, the ability to anticipate and manage errors, and integrity and ethical leadership.