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Purpose – The article argues for increased use of knowledge management as a possible method for improving the alignment of organizations with the external environment. Design/methodology/approach – It is readily acknowledged that the external environment for organizations is characterized as fast-paced. As such, to remain successful, organizations must endeavor to remain aware of changes in the external environment and make timely adjustments to internal operations that will keep the organization properly aligned with the environment. Findings – Strategic thinking, bolstered by effective knowledge management, is one approach organizational leaders can consider in their quest to remain properly aligned with perpetual changes in the external environment. Practical implications – Employees represent a significant source of information and knowledge within organizations. Leveraging this information through knowledge management may enhance the strategic thinking within organizations, translating into practices that will help the organization remain properly aligned with the external environment. Originality/value – The topic of knowledge management is certainly not new. However, emphasizing knowledge management in the context of organizational alignment provides organizational leaders with an additional strategy that has considerable practical value.

aced with burgeoning globalization, organizations are creating global mentoring programs as a means of improving organizational effectiveness, but guidance on the theory of global mentoring is sparse. This paper examines mentoring within the framework of globalization, offering insight into the utilization of this powerful tool in an increasingly global environment. Mentoring and organizational effectiveness Mentors are leaders who, by example, socialize individuals to organizational culture and organizational mores, as well as organizational expectations through direct demonstration and observation. Mentors also serve a valuable liaison function between the organization and the developing employee (proté gé). Mentors essentially become interpreters of everything from organizational policy and procedures to politics for the novice employee. Frequently, mentors cross a ''generational'' gap that occurs within the organization as new employees are moved into or through the organization. Individuals serving as mentors help develop competence and skills that might otherwise remain underdeveloped, operating in a capacity similar to an apprentice. In effect, mentors help the proté gé ' to become more confident in their workplace behaviors. Developing employees are expected to become more competent and effective. Specifically, they are expected to become proficient in their handling of various tasks and contexts within the organization.

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PurposeThe purpose of this article is to provide insight into how organizations and managers can use technology, including the internet, to enhance development and planning efforts.Design/methodology/approachSuggestions for leveraging technology are outlined using the traditional components of the planning process as a template. Specific recommendations are offered for integrating technology into each of the stages of the planning process (i.e. formulation, implementation and evaluation).FindingsA majority of business and technology executives agree that extensive use of information technology can enhance strategic planning, however, only about one‐third of surveyed CEOs actually champion the use of technology in strategic planning, with only 19 percent considering their organization's strategic planning process highly effective (PR Newswire). Yet, by leveraging technology more effectively during planning and development initiatives, companies are likely to improve their overall competitive position, enhance buy‐in, and reduce conflict.Practical implicationsWhile not scientific, guidance provided in this article should improve managers' and leaders' planning efforts.Originality/valueThe use of technology in development efforts and throughout the planning process should improve the efficacy of the concomitant plans developed by organizations.