Purpose -The purpose of this paper is to explore the nature and contents of Islamic management practices and their consequent implications for human resource management (HRM) in Arab countries. In addition, the implications for multinational companies (MNCs) operating in Islamic countries and the impact of globalisation are examined before proceeding to an analysis of managerial problems in Arab countries and the need for understanding Islamic management principles by Arab (national) and international managers. Originality/value -The paper contributes to the comparatively sparse literature on Islamic management and its applications by identifying key issues for HRM implementation and in developing Western understanding of Islamic management systems.

Purpose -The aim of this exploratory paper is to consider the strategic importance of crisis management and integration of crisis planning with the organisation's strategy processes, in particular the utilisation of scenario planning as a crisis planning activity. Design/methodology/approach -A review of the crisis management literature was undertaken and key issues identified, subsequently strategic aspects of crisis management were developed in the context of scenario planning. Findings -The paper contains a discussion of major factors related to a strategic approach to crisis management and a more proactive approach to building relationships with the media. Particular attention should be given to the roles and responses of the media and agencies acting on behalf of the company, as both should been treated in the same way as other relatively powerful stakeholders. The authors suggest that firms can obtain significant advantages through proactive preparation for major relevant contingencies, and its incorporation into the strategic management process. Originality/value -This paper brings together the debate on the strategic position of crisis management with scenario planning processes to provide a mechanism for designing, evaluating and managing crisis futures. It should prove useful to managers considering the development of crisis management, especially in a strategic context.

Investigates whether the recent emphasis on persuading employers to abandon ageist attitudes and appoint or promote on merit, irrespective of the applicant’s age, has been justified by comparing the results of the 1992 Institute of Personnel Management survey with those from 221 post‐experience management students from a survey carried out in 1995. In this preliminary analysis of the data, major points of similarity and divergence are examined to see if a “new generation” of managers are thinking in substantially different ways on this long‐standing labour market issue.

No abstract

The seemingly marginal contribution of management theory to management practice has been commented on in different contexts. Specifically, critical management studies (CMS) seems suspended in an impasse between the aim to critique dominant management practice and discourse, and the expectation to facilitate transformative management action. This paper argues that the theory—practice impasse may, in part, be a result of reductivist perspectives discursively produced by both mainstream and critical management studies. To illustrate this argument, the paper refers to a case study exploring middle management practice in the higher education context. It demonstrates that academic middle management practice as constructed by polarized and polarizing discourses of either managerial or critical orientation is counterproductive to a full understanding of this practice and the contribution it can make to organizations if properly understood, and proposes an alternative reading aimed to `cross the divide' between discourses and between theory and practice. It is proposed that a more constructive engagement with multiple rationalities can move towards a more comprehensive understanding of currently marginalized management activity, and, from there, towards a more productive link between theory and practice.