Dysfunctional business and political leaders cause the social, political and economic malaise afflicting America. Their actions have been shaped by flawed business, economic, and law studies. During the last thirty years, invalid economics theories of market fundamentalism have dominated business education. As a result, harmful theories of management and business-government relations have produced dysfunctional corporations and governments. President George W. Bush epitomizes the worst aspects of America's MBA education. Students of business and economics are taught absurd theories and policy paradigms. They produce the MBA mindset that embraces the robber baron culture of market and Christian fundamentalism. The remedies are found in the alternative management theories and leadership training of the Civil Communication Section (CCS) Seminars offered for Japanese executives after World War II.

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Over the past twenty years, the principles and vocabulary of management have infiltrated nearly every sphere of human activity. These days, we don't just manage our businesses, but also our lives, our relationships and even our emotions! Management has become so pervasive that many people assimilate all the latest theories and models without even realizing it. The slogans abound, vying with one another to proclaim their “truth, ” whether it be that the customer is king, that profit is the only goal possible, that firms must grow or die, that you have to compete globally, or that you can't improve what you can't measure. Managers, in particular, are bombarded on a daily basis with “messages” that inevitably end up shaping their approach and dictating their actions. Even without having taken the relevant training, they adopt a pre-packaged management practice that is modelled after or dictated by the latest flavour of the month.
This document represents a collective position and has been signed by people from diverse horizons, including executives, deans, professors, researchers, artists and students. Our focus is on the management in general of organizations of any kind, on the leadership of people and on the training of managers. Our intended audience includes all those who live within organizations, and, in particular, that new breed of expert that has emerged over the past fifty years or so.

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We analyze dynamic processes of diffusion of innovations of two information technologies, the 2G cellular phones and the access to Internet in Japan, within the framework ofeconomic theories, namely substitution, complementary, and independent effects betweenthese innovations.The empirical results indicate that rapid diffusion of the 2G cellularphones exerts a negative effect on the diffusion of internet access technology, therebysuggesting the substitution effect between them.We, however, argue that this should beconsidered as an outcome of the short term effect, and propose the long term strategy tostimulate diffusion of both of these technologies based on the diffusion theory.

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Using panel data on 500 foreign manufacturing affiliates in Japan over the period 1991-2000, fixed effect estimates indicate that partnership with a local firm increases the growthpotential of foreign firms but is less beneficial for larger and older foreign affiliates. Also, itis found that size and age have significant effects on foreign affiliate growth asdemonstrated in previous studies on domestic firms.Hence, the size, age, and ownershipstructure of foreign affiliates appear to be important considerations in determining long-term growth potential from a policy perspective.

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While R&D performance of individual researchers working within firms is considered to be influenced by the extent of their collaboration with the external research community such as universities as well as their interaction with other intra-firm units, we still do not know much about the mechanism under which different types of external internalcollaboration affect their R&D performance. In this paper, we report the factors that influence their R&D performance, with a particular focus on the balance between their external and internal R&D collaboration. Based on data from 130 R&D researchers with inseven pharmaceutical firms, we tested our hypotheses on the impact of R&D collaboration on their R&D performance. Setting individual researchers as the unit of analysis, this study provides complementary in sights into the research on the knowledge-based-view of the firm which is usually discussed at the firm level.(134 words)

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This research note aims to produce a lead for future theoretical and empirical research projects on stewardship theory. In contrast to agency theory, which views human beings as opportunistic and self-interested, stewardship theory argues that people are selfactualizing and good stewards in nature, thus they are motivated to work hard for their company and to look after its interests and those of its shareholders. It is a relatively new management theory, and most of the empirical studies conducted to date have focused on corporate governance, i. e., relations between CEO duality/board compositions, and organizational outcomes, especially financial performance. However, more research is required to identify new constructs and their interactions, and to delineate theoretical details. The paper presents what we know about stewardship theory including psychological and structural components, literature reviews and implications for the future research from the perspective of integrating agency and stewardship theories.

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