Journal of General Management is quarterly peer reviewed journal, with a mission. The mission of the Journal of General Management is to provide thought leadership by publishing articles on managerial practices with organisation-wide or cross-functional implications. We seek original theoretical and practical insights into general management in all types of organisations.  
We are global in orientation and welcome submissions rooted in empirical research or novel business solutions in all fields related to general management including (but not restricted to): strategy, leadership, corporate governance, international business, decision-making, change management and corporate social responsibility. We also seek articles written from a functional perspective such as finance, marketing or supply chain management, provided these demonstrate links to cross-functional and general management topics. We aim to increase the relevance of developments in individual disciplines for general managers. The journal seeks to advance knowledge as to the multi-disciplinary nature of management and fulfil three objectives: 
 
1. To help top managers understand the salient economic, social, political and technological issues that affect the success of their organisation, and their abilities to act;  
2. To keep senior executives up-to-date with new developments in the theory and practice of general management; 
3. To foster new thinking, research, and the exchange of experience between academics and policy-makers across the world. 
 
We consider papers that build or expand general management theory as well as research that tests theories. In particular, we invite papers dealing with current management debates and cutting-edge business solutions. The journal is open to research based in conventional as well as emerging quantitative and qualitative methodologies.  
 
A Brief History of JGM 
Professors Keith MacMillan and Bernard Taylor founded the Journal of Business Policy - forebear to the Journal of General Management - in 1970. Their aim was to provide a focus for the study and research of the function and responsibilities of top management. The occasion for the journal's founding was an International Seminar on Teaching and Research in Business Policy held at the University of Bradford. Taylor and MacMillan also edited a book with the title Business Policy: Teaching and Research (New York: Wiley, 1973). 
In 1972 both men moved from Bradford University to Henley Management College (now the Henley Business School, University of Reading). Henley was known for its focus on General Management and, in order to broaden the Journal's appeal to practicing managers, the journal's name was changed from Business Policy to the Journal of General Management. 
 
The focus, which had begun with an exclusive emphasis on 'the function and responsibilities of top management', was broadened to include a wide range of topics pertinent to the pursuit of managerial excellence - the journal has catered to the modern manager's need to be knowledgeable in a wide range of fields, flexible and virtuosic so as to have the agility to switch easily between handling matters as diverse as strategy, reputation, finance, and HRM. The excellent general manager must, to borrow a metaphor from a JGM article (Remenyi, Grant, Pather, 2005), be able to change colours with the same ease as a chameleon alters its skin.  
JGM is therefore aimed at the practitioner or researcher who appreciates the importance of research with practical implications, global reach, and a broad vision of the general manager's complex role. 
 
The Journal's Contribution 
The JGM has helped to focus the attention of executives, consultants, teachers and researches on Leadership, decision making and organisational change at the top of businesses and other organisations. Over the years, articles have focussed on themes such as: 
 
· Identifying and building on business strengths and core competences. 
· Generating new businesses through entrepreneurship and innovation 
· Developing co-operative strategies through alliances and Joint Ventures 
· Corporate Governance and Board Leadership at the top of the organisation, e.g. how non-executive directors create value. 
 
This journal is a member of the Committee on Publication Ethics (COPE). 
 
SAGE Publications Ltd 
1 Oliver's Yard 
55 City Road 
London, EC1Y 1SP 
Phone: +44 (0) 20 7 324 8500 
Fax: +44 (0) 20 7 324 8600 
E-mail: market@sagepub.co.uk

Journal of General Management is quarterly peer reviewed journal, with a mission. The mission of the Journal of General Management is to provide thought leadership by publishing articles on managerial practices with organisation-wide or cross-functional implications. We seek original theoretical and practical insights into general management in all types of organisations.  
We are global in orientation and welcome submissions rooted in empirical research or novel business solutions in all fields related to general management including (but not restricted to): strategy, leadership, corporate governance, international business, decision-making, change management and corporate social responsibility. We also seek articles written from a functional perspective such as finance, marketing or supply chain management, provided these demonstrate links to cross-functional and general management topics. We aim to increase the relevance of developments in individual disciplines for general managers. The journal seeks to advance knowledge as to the multi-disciplinary nature of management and fulfil three objectives: 
 
1. To help top managers understand the salient economic, social, political and technological issues that affect the success of their organisation, and their abilities to act;  
2. To keep senior executives up-to-date with new developments in the theory and practice of general management; 
3. To foster new thinking, research, and the exchange of experience between academics and policy-makers across the world. 
 
We consider papers that build or expand general management theory as well as research that tests theories. In particular, we invite papers dealing with current management debates and cutting-edge business solutions. The journal is open to research based in conventional as well as emerging quantitative and qualitative methodologies.  
 
A Brief History of JGM 
Professors Keith MacMillan and Bernard Taylor founded the Journal of Business Policy - forebear to the Journal of General Management - in 1970. Their aim was to provide a focus for the study and research of the function and responsibilities of top management. The occasion for the journal's founding was an International Seminar on Teaching and Research in Business Policy held at the University of Bradford. Taylor and MacMillan also edited a book with the title Business Policy: Teaching and Research (New York: Wiley, 1973). 
In 1972 both men moved from Bradford University to Henley Management College (now the Henley Business School, University of Reading). Henley was known for its focus on General Management and, in order to broaden the Journal's appeal to practicing managers, the journal's name was changed from Business Policy to the Journal of General Management. 
 
The focus, which had begun with an exclusive emphasis on 'the function and responsibilities of top management', was broadened to include a wide range of topics pertinent to the pursuit of managerial excellence - the journal has catered to the modern manager's need to be knowledgeable in a wide range of fields, flexible and virtuosic so as to have the agility to switch easily between handling matters as diverse as strategy, reputation, finance, and HRM. The excellent general manager must, to borrow a metaphor from a JGM article (Remenyi, Grant, Pather, 2005), be able to change colours with the same ease as a chameleon alters its skin.  
JGM is therefore aimed at the practitioner or researcher who appreciates the importance of research with practical implications, global reach, and a broad vision of the general manager's complex role. 
 
The Journal's Contribution 
The JGM has helped to focus the attention of executives, consultants, teachers and researches on Leadership, decision making and organisational change at the top of businesses and other organisations. Over the years, articles have focussed on themes such as: 
 
· Identifying and building on business strengths and core competences. 
· Generating new businesses through entrepreneurship and innovation 
· Developing co-operative strategies through alliances and Joint Ventures 
· Corporate Governance and Board Leadership at the top of the organisation, e.g. how non-executive directors create value. 
 
This journal is a member of the Committee on Publication Ethics (COPE). 
 
SAGE Publications Ltd 
1 Oliver's Yard 
55 City Road 
London, EC1Y 1SP 
Phone: +44 (0) 20 7 324 8500 
Fax: +44 (0) 20 7 324 8600 
E-mail: market@sagepub.co.uk

Journal of General Management is quarterly peer reviewed journal, with a mission. The mission of the Journal of General Management is to provide thought leadership by publishing articles on managerial practices with organisation-wide or cross-functional implications. We seek original theoretical and practical insights into general management in all types of organisations.  
We are global in orientation and welcome submissions rooted in empirical research or novel business solutions in all fields related to general management including (but not restricted to): strategy, leadership, corporate governance, international business, decision-making, change management and corporate social responsibility. We also seek articles written from a functional perspective such as finance, marketing or supply chain management, provided these demonstrate links to cross-functional and general management topics. We aim to increase the relevance of developments in individual disciplines for general managers. The journal seeks to advance knowledge as to the multi-disciplinary nature of management and fulfil three objectives: 
 
1. To help top managers understand the salient economic, social, political and technological issues that affect the success of their organisation, and their abilities to act;  
2. To keep senior executives up-to-date with new developments in the theory and practice of general management; 
3. To foster new thinking, research, and the exchange of experience between academics and policy-makers across the world. 
 
We consider papers that build or expand general management theory as well as research that tests theories. In particular, we invite papers dealing with current management debates and cutting-edge business solutions. The journal is open to research based in conventional as well as emerging quantitative and qualitative methodologies.  
 
A Brief History of JGM 
Professors Keith MacMillan and Bernard Taylor founded the Journal of Business Policy - forebear to the Journal of General Management - in 1970. Their aim was to provide a focus for the study and research of the function and responsibilities of top management. The occasion for the journal's founding was an International Seminar on Teaching and Research in Business Policy held at the University of Bradford. Taylor and MacMillan also edited a book with the title Business Policy: Teaching and Research (New York: Wiley, 1973). 
In 1972 both men moved from Bradford University to Henley Management College (now the Henley Business School, University of Reading). Henley was known for its focus on General Management and, in order to broaden the Journal's appeal to practicing managers, the journal's name was changed from Business Policy to the Journal of General Management. 
 
The focus, which had begun with an exclusive emphasis on 'the function and responsibilities of top management', was broadened to include a wide range of topics pertinent to the pursuit of managerial excellence - the journal has catered to the modern manager's need to be knowledgeable in a wide range of fields, flexible and virtuosic so as to have the agility to switch easily between handling matters as diverse as strategy, reputation, finance, and HRM. The excellent general manager must, to borrow a metaphor from a JGM article (Remenyi, Grant, Pather, 2005), be able to change colours with the same ease as a chameleon alters its skin.  
JGM is therefore aimed at the practitioner or researcher who appreciates the importance of research with practical implications, global reach, and a broad vision of the general manager's complex role. 
 
The Journal's Contribution 
The JGM has helped to focus the attention of executives, consultants, teachers and researches on Leadership, decision making and organisational change at the top of businesses and other organisations. Over the years, articles have focussed on themes such as: 
 
· Identifying and building on business strengths and core competences. 
· Generating new businesses through entrepreneurship and innovation 
· Developing co-operative strategies through alliances and Joint Ventures 
· Corporate Governance and Board Leadership at the top of the organisation, e.g. how non-executive directors create value. 
 
This journal is a member of the Committee on Publication Ethics (COPE). 
 
SAGE Publications Ltd 
1 Oliver's Yard 
55 City Road 
London, EC1Y 1SP 
Phone: +44 (0) 20 7 324 8500 
Fax: +44 (0) 20 7 324 8600 
E-mail: market@sagepub.co.uk

Journal of General Management is quarterly peer reviewed journal, with a mission. The mission of the Journal of General Management is to provide thought leadership by publishing articles on managerial practices with organisation-wide or cross-functional implications. We seek original theoretical and practical insights into general management in all types of organisations.  
We are global in orientation and welcome submissions rooted in empirical research or novel business solutions in all fields related to general management including (but not restricted to): strategy, leadership, corporate governance, international business, decision-making, change management and corporate social responsibility. We also seek articles written from a functional perspective such as finance, marketing or supply chain management, provided these demonstrate links to cross-functional and general management topics. We aim to increase the relevance of developments in individual disciplines for general managers. The journal seeks to advance knowledge as to the multi-disciplinary nature of management and fulfil three objectives: 
 
1. To help top managers understand the salient economic, social, political and technological issues that affect the success of their organisation, and their abilities to act;  
2. To keep senior executives up-to-date with new developments in the theory and practice of general management; 
3. To foster new thinking, research, and the exchange of experience between academics and policy-makers across the world. 
 
We consider papers that build or expand general management theory as well as research that tests theories. In particular, we invite papers dealing with current management debates and cutting-edge business solutions. The journal is open to research based in conventional as well as emerging quantitative and qualitative methodologies.  
 
A Brief History of JGM 
Professors Keith MacMillan and Bernard Taylor founded the Journal of Business Policy - forebear to the Journal of General Management - in 1970. Their aim was to provide a focus for the study and research of the function and responsibilities of top management. The occasion for the journal's founding was an International Seminar on Teaching and Research in Business Policy held at the University of Bradford. Taylor and MacMillan also edited a book with the title Business Policy: Teaching and Research (New York: Wiley, 1973). 
In 1972 both men moved from Bradford University to Henley Management College (now the Henley Business School, University of Reading). Henley was known for its focus on General Management and, in order to broaden the Journal's appeal to practicing managers, the journal's name was changed from Business Policy to the Journal of General Management. 
 
The focus, which had begun with an exclusive emphasis on 'the function and responsibilities of top management', was broadened to include a wide range of topics pertinent to the pursuit of managerial excellence - the journal has catered to the modern manager's need to be knowledgeable in a wide range of fields, flexible and virtuosic so as to have the agility to switch easily between handling matters as diverse as strategy, reputation, finance, and HRM. The excellent general manager must, to borrow a metaphor from a JGM article (Remenyi, Grant, Pather, 2005), be able to change colours with the same ease as a chameleon alters its skin.  
JGM is therefore aimed at the practitioner or researcher who appreciates the importance of research with practical implications, global reach, and a broad vision of the general manager's complex role. 
 
The Journal's Contribution 
The JGM has helped to focus the attention of executives, consultants, teachers and researches on Leadership, decision making and organisational change at the top of businesses and other organisations. Over the years, articles have focussed on themes such as: 
 
· Identifying and building on business strengths and core competences. 
· Generating new businesses through entrepreneurship and innovation 
· Developing co-operative strategies through alliances and Joint Ventures 
· Corporate Governance and Board Leadership at the top of the organisation, e.g. how non-executive directors create value. 
 
This journal is a member of the Committee on Publication Ethics (COPE). 
 
SAGE Publications Ltd 
1 Oliver's Yard 
55 City Road 
London, EC1Y 1SP 
Phone: +44 (0) 20 7 324 8500 
Fax: +44 (0) 20 7 324 8600 
E-mail: market@sagepub.co.uk

Journal of General Management is quarterly peer reviewed journal, with a mission. The mission of the Journal of General Management is to provide thought leadership by publishing articles on managerial practices with organisation-wide or cross-functional implications. We seek original theoretical and practical insights into general management in all types of organisations.  
We are global in orientation and welcome submissions rooted in empirical research or novel business solutions in all fields related to general management including (but not restricted to): strategy, leadership, corporate governance, international business, decision-making, change management and corporate social responsibility. We also seek articles written from a functional perspective such as finance, marketing or supply chain management, provided these demonstrate links to cross-functional and general management topics. We aim to increase the relevance of developments in individual disciplines for general managers. The journal seeks to advance knowledge as to the multi-disciplinary nature of management and fulfil three objectives: 
 
1. To help top managers understand the salient economic, social, political and technological issues that affect the success of their organisation, and their abilities to act;  
2. To keep senior executives up-to-date with new developments in the theory and practice of general management; 
3. To foster new thinking, research, and the exchange of experience between academics and policy-makers across the world. 
 
We consider papers that build or expand general management theory as well as research that tests theories. In particular, we invite papers dealing with current management debates and cutting-edge business solutions. The journal is open to research based in conventional as well as emerging quantitative and qualitative methodologies.  
 
A Brief History of JGM 
Professors Keith MacMillan and Bernard Taylor founded the Journal of Business Policy - forebear to the Journal of General Management - in 1970. Their aim was to provide a focus for the study and research of the function and responsibilities of top management. The occasion for the journal's founding was an International Seminar on Teaching and Research in Business Policy held at the University of Bradford. Taylor and MacMillan also edited a book with the title Business Policy: Teaching and Research (New York: Wiley, 1973). 
In 1972 both men moved from Bradford University to Henley Management College (now the Henley Business School, University of Reading). Henley was known for its focus on General Management and, in order to broaden the Journal's appeal to practicing managers, the journal's name was changed from Business Policy to the Journal of General Management. 
 
The focus, which had begun with an exclusive emphasis on 'the function and responsibilities of top management', was broadened to include a wide range of topics pertinent to the pursuit of managerial excellence - the journal has catered to the modern manager's need to be knowledgeable in a wide range of fields, flexible and virtuosic so as to have the agility to switch easily between handling matters as diverse as strategy, reputation, finance, and HRM. The excellent general manager must, to borrow a metaphor from a JGM article (Remenyi, Grant, Pather, 2005), be able to change colours with the same ease as a chameleon alters its skin.  
JGM is therefore aimed at the practitioner or researcher who appreciates the importance of research with practical implications, global reach, and a broad vision of the general manager's complex role. 
 
The Journal's Contribution 
The JGM has helped to focus the attention of executives, consultants, teachers and researches on Leadership, decision making and organisational change at the top of businesses and other organisations. Over the years, articles have focussed on themes such as: 
 
· Identifying and building on business strengths and core competences. 
· Generating new businesses through entrepreneurship and innovation 
· Developing co-operative strategies through alliances and Joint Ventures 
· Corporate Governance and Board Leadership at the top of the organisation, e.g. how non-executive directors create value. 
 
This journal is a member of the Committee on Publication Ethics (COPE). 
 
SAGE Publications Ltd 
1 Oliver's Yard 
55 City Road 
London, EC1Y 1SP 
Phone: +44 (0) 20 7 324 8500 
Fax: +44 (0) 20 7 324 8600 
E-mail: market@sagepub.co.uk

Journal of General Management is quarterly peer reviewed journal, with a mission. The mission of the Journal of General Management is to provide thought leadership by publishing articles on managerial practices with organisation-wide or cross-functional implications. We seek original theoretical and practical insights into general management in all types of organisations.  
We are global in orientation and welcome submissions rooted in empirical research or novel business solutions in all fields related to general management including (but not restricted to): strategy, leadership, corporate governance, international business, decision-making, change management and corporate social responsibility. We also seek articles written from a functional perspective such as finance, marketing or supply chain management, provided these demonstrate links to cross-functional and general management topics. We aim to increase the relevance of developments in individual disciplines for general managers. The journal seeks to advance knowledge as to the multi-disciplinary nature of management and fulfil three objectives: 
 
1. To help top managers understand the salient economic, social, political and technological issues that affect the success of their organisation, and their abilities to act;  
2. To keep senior executives up-to-date with new developments in the theory and practice of general management; 
3. To foster new thinking, research, and the exchange of experience between academics and policy-makers across the world. 
 
We consider papers that build or expand general management theory as well as research that tests theories. In particular, we invite papers dealing with current management debates and cutting-edge business solutions. The journal is open to research based in conventional as well as emerging quantitative and qualitative methodologies.  
 
A Brief History of JGM 
Professors Keith MacMillan and Bernard Taylor founded the Journal of Business Policy - forebear to the Journal of General Management - in 1970. Their aim was to provide a focus for the study and research of the function and responsibilities of top management. The occasion for the journal's founding was an International Seminar on Teaching and Research in Business Policy held at the University of Bradford. Taylor and MacMillan also edited a book with the title Business Policy: Teaching and Research (New York: Wiley, 1973). 
In 1972 both men moved from Bradford University to Henley Management College (now the Henley Business School, University of Reading). Henley was known for its focus on General Management and, in order to broaden the Journal's appeal to practicing managers, the journal's name was changed from Business Policy to the Journal of General Management. 
 
The focus, which had begun with an exclusive emphasis on 'the function and responsibilities of top management', was broadened to include a wide range of topics pertinent to the pursuit of managerial excellence - the journal has catered to the modern manager's need to be knowledgeable in a wide range of fields, flexible and virtuosic so as to have the agility to switch easily between handling matters as diverse as strategy, reputation, finance, and HRM. The excellent general manager must, to borrow a metaphor from a JGM article (Remenyi, Grant, Pather, 2005), be able to change colours with the same ease as a chameleon alters its skin.  
JGM is therefore aimed at the practitioner or researcher who appreciates the importance of research with practical implications, global reach, and a broad vision of the general manager's complex role. 
 
The Journal's Contribution 
The JGM has helped to focus the attention of executives, consultants, teachers and researches on Leadership, decision making and organisational change at the top of businesses and other organisations. Over the years, articles have focussed on themes such as: 
 
· Identifying and building on business strengths and core competences. 
· Generating new businesses through entrepreneurship and innovation 
· Developing co-operative strategies through alliances and Joint Ventures 
· Corporate Governance and Board Leadership at the top of the organisation, e.g. how non-executive directors create value. 
 
This journal is a member of the Committee on Publication Ethics (COPE). 
 
SAGE Publications Ltd 
1 Oliver's Yard 
55 City Road 
London, EC1Y 1SP 
Phone: +44 (0) 20 7 324 8500 
Fax: +44 (0) 20 7 324 8600 
E-mail: market@sagepub.co.uk

Journal of General Management is quarterly peer reviewed journal, with a mission. The mission of the Journal of General Management is to provide thought leadership by publishing articles on managerial practices with organisation-wide or cross-functional implications. We seek original theoretical and practical insights into general management in all types of organisations.  
We are global in orientation and welcome submissions rooted in empirical research or novel business solutions in all fields related to general management including (but not restricted to): strategy, leadership, corporate governance, international business, decision-making, change management and corporate social responsibility. We also seek articles written from a functional perspective such as finance, marketing or supply chain management, provided these demonstrate links to cross-functional and general management topics. We aim to increase the relevance of developments in individual disciplines for general managers. The journal seeks to advance knowledge as to the multi-disciplinary nature of management and fulfil three objectives: 
 
1. To help top managers understand the salient economic, social, political and technological issues that affect the success of their organisation, and their abilities to act;  
2. To keep senior executives up-to-date with new developments in the theory and practice of general management; 
3. To foster new thinking, research, and the exchange of experience between academics and policy-makers across the world. 
 
We consider papers that build or expand general management theory as well as research that tests theories. In particular, we invite papers dealing with current management debates and cutting-edge business solutions. The journal is open to research based in conventional as well as emerging quantitative and qualitative methodologies.  
 
A Brief History of JGM 
Professors Keith MacMillan and Bernard Taylor founded the Journal of Business Policy - forebear to the Journal of General Management - in 1970. Their aim was to provide a focus for the study and research of the function and responsibilities of top management. The occasion for the journal's founding was an International Seminar on Teaching and Research in Business Policy held at the University of Bradford. Taylor and MacMillan also edited a book with the title Business Policy: Teaching and Research (New York: Wiley, 1973). 
In 1972 both men moved from Bradford University to Henley Management College (now the Henley Business School, University of Reading). Henley was known for its focus on General Management and, in order to broaden the Journal's appeal to practicing managers, the journal's name was changed from Business Policy to the Journal of General Management. 
 
The focus, which had begun with an exclusive emphasis on 'the function and responsibilities of top management', was broadened to include a wide range of topics pertinent to the pursuit of managerial excellence - the journal has catered to the modern manager's need to be knowledgeable in a wide range of fields, flexible and virtuosic so as to have the agility to switch easily between handling matters as diverse as strategy, reputation, finance, and HRM. The excellent general manager must, to borrow a metaphor from a JGM article (Remenyi, Grant, Pather, 2005), be able to change colours with the same ease as a chameleon alters its skin.  
JGM is therefore aimed at the practitioner or researcher who appreciates the importance of research with practical implications, global reach, and a broad vision of the general manager's complex role. 
 
The Journal's Contribution 
The JGM has helped to focus the attention of executives, consultants, teachers and researches on Leadership, decision making and organisational change at the top of businesses and other organisations. Over the years, articles have focussed on themes such as: 
 
· Identifying and building on business strengths and core competences. 
· Generating new businesses through entrepreneurship and innovation 
· Developing co-operative strategies through alliances and Joint Ventures 
· Corporate Governance and Board Leadership at the top of the organisation, e.g. how non-executive directors create value. 
 
This journal is a member of the Committee on Publication Ethics (COPE). 
 
SAGE Publications Ltd 
1 Oliver's Yard 
55 City Road 
London, EC1Y 1SP 
Phone: +44 (0) 20 7 324 8500 
Fax: +44 (0) 20 7 324 8600 
E-mail: market@sagepub.co.uk

Journal of General Management is quarterly peer reviewed journal, with a mission. The mission of the Journal of General Management is to provide thought leadership by publishing articles on managerial practices with organisation-wide or cross-functional implications. We seek original theoretical and practical insights into general management in all types of organisations.  
We are global in orientation and welcome submissions rooted in empirical research or novel business solutions in all fields related to general management including (but not restricted to): strategy, leadership, corporate governance, international business, decision-making, change management and corporate social responsibility. We also seek articles written from a functional perspective such as finance, marketing or supply chain management, provided these demonstrate links to cross-functional and general management topics. We aim to increase the relevance of developments in individual disciplines for general managers. The journal seeks to advance knowledge as to the multi-disciplinary nature of management and fulfil three objectives: 
 
1. To help top managers understand the salient economic, social, political and technological issues that affect the success of their organisation, and their abilities to act;  
2. To keep senior executives up-to-date with new developments in the theory and practice of general management; 
3. To foster new thinking, research, and the exchange of experience between academics and policy-makers across the world. 
 
We consider papers that build or expand general management theory as well as research that tests theories. In particular, we invite papers dealing with current management debates and cutting-edge business solutions. The journal is open to research based in conventional as well as emerging quantitative and qualitative methodologies.  
 
A Brief History of JGM 
Professors Keith MacMillan and Bernard Taylor founded the Journal of Business Policy - forebear to the Journal of General Management - in 1970. Their aim was to provide a focus for the study and research of the function and responsibilities of top management. The occasion for the journal's founding was an International Seminar on Teaching and Research in Business Policy held at the University of Bradford. Taylor and MacMillan also edited a book with the title Business Policy: Teaching and Research (New York: Wiley, 1973). 
In 1972 both men moved from Bradford University to Henley Management College (now the Henley Business School, University of Reading). Henley was known for its focus on General Management and, in order to broaden the Journal's appeal to practicing managers, the journal's name was changed from Business Policy to the Journal of General Management. 
 
The focus, which had begun with an exclusive emphasis on 'the function and responsibilities of top management', was broadened to include a wide range of topics pertinent to the pursuit of managerial excellence - the journal has catered to the modern manager's need to be knowledgeable in a wide range of fields, flexible and virtuosic so as to have the agility to switch easily between handling matters as diverse as strategy, reputation, finance, and HRM. The excellent general manager must, to borrow a metaphor from a JGM article (Remenyi, Grant, Pather, 2005), be able to change colours with the same ease as a chameleon alters its skin.  
JGM is therefore aimed at the practitioner or researcher who appreciates the importance of research with practical implications, global reach, and a broad vision of the general manager's complex role. 
 
The Journal's Contribution 
The JGM has helped to focus the attention of executives, consultants, teachers and researches on Leadership, decision making and organisational change at the top of businesses and other organisations. Over the years, articles have focussed on themes such as: 
 
· Identifying and building on business strengths and core competences. 
· Generating new businesses through entrepreneurship and innovation 
· Developing co-operative strategies through alliances and Joint Ventures 
· Corporate Governance and Board Leadership at the top of the organisation, e.g. how non-executive directors create value. 
 
This journal is a member of the Committee on Publication Ethics (COPE). 
 
SAGE Publications Ltd 
1 Oliver's Yard 
55 City Road 
London, EC1Y 1SP 
Phone: +44 (0) 20 7 324 8500 
Fax: +44 (0) 20 7 324 8600 
E-mail: market@sagepub.co.uk

Journal of General Management is quarterly peer reviewed journal, with a mission. The mission of the Journal of General Management is to provide thought leadership by publishing articles on managerial practices with organisation-wide or cross-functional implications. We seek original theoretical and practical insights into general management in all types of organisations.  
We are global in orientation and welcome submissions rooted in empirical research or novel business solutions in all fields related to general management including (but not restricted to): strategy, leadership, corporate governance, international business, decision-making, change management and corporate social responsibility. We also seek articles written from a functional perspective such as finance, marketing or supply chain management, provided these demonstrate links to cross-functional and general management topics. We aim to increase the relevance of developments in individual disciplines for general managers. The journal seeks to advance knowledge as to the multi-disciplinary nature of management and fulfil three objectives: 
 
1. To help top managers understand the salient economic, social, political and technological issues that affect the success of their organisation, and their abilities to act;  
2. To keep senior executives up-to-date with new developments in the theory and practice of general management; 
3. To foster new thinking, research, and the exchange of experience between academics and policy-makers across the world. 
 
We consider papers that build or expand general management theory as well as research that tests theories. In particular, we invite papers dealing with current management debates and cutting-edge business solutions. The journal is open to research based in conventional as well as emerging quantitative and qualitative methodologies.  
 
A Brief History of JGM 
Professors Keith MacMillan and Bernard Taylor founded the Journal of Business Policy - forebear to the Journal of General Management - in 1970. Their aim was to provide a focus for the study and research of the function and responsibilities of top management. The occasion for the journal's founding was an International Seminar on Teaching and Research in Business Policy held at the University of Bradford. Taylor and MacMillan also edited a book with the title Business Policy: Teaching and Research (New York: Wiley, 1973). 
In 1972 both men moved from Bradford University to Henley Management College (now the Henley Business School, University of Reading). Henley was known for its focus on General Management and, in order to broaden the Journal's appeal to practicing managers, the journal's name was changed from Business Policy to the Journal of General Management. 
 
The focus, which had begun with an exclusive emphasis on 'the function and responsibilities of top management', was broadened to include a wide range of topics pertinent to the pursuit of managerial excellence - the journal has catered to the modern manager's need to be knowledgeable in a wide range of fields, flexible and virtuosic so as to have the agility to switch easily between handling matters as diverse as strategy, reputation, finance, and HRM. The excellent general manager must, to borrow a metaphor from a JGM article (Remenyi, Grant, Pather, 2005), be able to change colours with the same ease as a chameleon alters its skin.  
JGM is therefore aimed at the practitioner or researcher who appreciates the importance of research with practical implications, global reach, and a broad vision of the general manager's complex role. 
 
The Journal's Contribution 
The JGM has helped to focus the attention of executives, consultants, teachers and researches on Leadership, decision making and organisational change at the top of businesses and other organisations. Over the years, articles have focussed on themes such as: 
 
· Identifying and building on business strengths and core competences. 
· Generating new businesses through entrepreneurship and innovation 
· Developing co-operative strategies through alliances and Joint Ventures 
· Corporate Governance and Board Leadership at the top of the organisation, e.g. how non-executive directors create value. 
 
This journal is a member of the Committee on Publication Ethics (COPE). 
 
SAGE Publications Ltd 
1 Oliver's Yard 
55 City Road 
London, EC1Y 1SP 
Phone: +44 (0) 20 7 324 8500 
Fax: +44 (0) 20 7 324 8600 
E-mail: market@sagepub.co.uk

Journal of General Management is quarterly peer reviewed journal, with a mission. The mission of the Journal of General Management is to provide thought leadership by publishing articles on managerial practices with organisation-wide or cross-functional implications. We seek original theoretical and practical insights into general management in all types of organisations.  
We are global in orientation and welcome submissions rooted in empirical research or novel business solutions in all fields related to general management including (but not restricted to): strategy, leadership, corporate governance, international business, decision-making, change management and corporate social responsibility. We also seek articles written from a functional perspective such as finance, marketing or supply chain management, provided these demonstrate links to cross-functional and general management topics. We aim to increase the relevance of developments in individual disciplines for general managers. The journal seeks to advance knowledge as to the multi-disciplinary nature of management and fulfil three objectives: 
 
1. To help top managers understand the salient economic, social, political and technological issues that affect the success of their organisation, and their abilities to act;  
2. To keep senior executives up-to-date with new developments in the theory and practice of general management; 
3. To foster new thinking, research, and the exchange of experience between academics and policy-makers across the world. 
 
We consider papers that build or expand general management theory as well as research that tests theories. In particular, we invite papers dealing with current management debates and cutting-edge business solutions. The journal is open to research based in conventional as well as emerging quantitative and qualitative methodologies.  
 
A Brief History of JGM 
Professors Keith MacMillan and Bernard Taylor founded the Journal of Business Policy - forebear to the Journal of General Management - in 1970. Their aim was to provide a focus for the study and research of the function and responsibilities of top management. The occasion for the journal's founding was an International Seminar on Teaching and Research in Business Policy held at the University of Bradford. Taylor and MacMillan also edited a book with the title Business Policy: Teaching and Research (New York: Wiley, 1973). 
In 1972 both men moved from Bradford University to Henley Management College (now the Henley Business School, University of Reading). Henley was known for its focus on General Management and, in order to broaden the Journal's appeal to practicing managers, the journal's name was changed from Business Policy to the Journal of General Management. 
 
The focus, which had begun with an exclusive emphasis on 'the function and responsibilities of top management', was broadened to include a wide range of topics pertinent to the pursuit of managerial excellence - the journal has catered to the modern manager's need to be knowledgeable in a wide range of fields, flexible and virtuosic so as to have the agility to switch easily between handling matters as diverse as strategy, reputation, finance, and HRM. The excellent general manager must, to borrow a metaphor from a JGM article (Remenyi, Grant, Pather, 2005), be able to change colours with the same ease as a chameleon alters its skin.  
JGM is therefore aimed at the practitioner or researcher who appreciates the importance of research with practical implications, global reach, and a broad vision of the general manager's complex role. 
 
The Journal's Contribution 
The JGM has helped to focus the attention of executives, consultants, teachers and researches on Leadership, decision making and organisational change at the top of businesses and other organisations. Over the years, articles have focussed on themes such as: 
 
· Identifying and building on business strengths and core competences. 
· Generating new businesses through entrepreneurship and innovation 
· Developing co-operative strategies through alliances and Joint Ventures 
· Corporate Governance and Board Leadership at the top of the organisation, e.g. how non-executive directors create value. 
 
This journal is a member of the Committee on Publication Ethics (COPE). 
 
SAGE Publications Ltd 
1 Oliver's Yard 
55 City Road 
London, EC1Y 1SP 
Phone: +44 (0) 20 7 324 8500 
Fax: +44 (0) 20 7 324 8600 
E-mail: market@sagepub.co.uk

Journal of General Management is quarterly peer reviewed journal, with a mission. The mission of the Journal of General Management is to provide thought leadership by publishing articles on managerial practices with organisation-wide or cross-functional implications. We seek original theoretical and practical insights into general management in all types of organisations.  
We are global in orientation and welcome submissions rooted in empirical research or novel business solutions in all fields related to general management including (but not restricted to): strategy, leadership, corporate governance, international business, decision-making, change management and corporate social responsibility. We also seek articles written from a functional perspective such as finance, marketing or supply chain management, provided these demonstrate links to cross-functional and general management topics. We aim to increase the relevance of developments in individual disciplines for general managers. The journal seeks to advance knowledge as to the multi-disciplinary nature of management and fulfil three objectives: 
 
1. To help top managers understand the salient economic, social, political and technological issues that affect the success of their organisation, and their abilities to act;  
2. To keep senior executives up-to-date with new developments in the theory and practice of general management; 
3. To foster new thinking, research, and the exchange of experience between academics and policy-makers across the world. 
 
We consider papers that build or expand general management theory as well as research that tests theories. In particular, we invite papers dealing with current management debates and cutting-edge business solutions. The journal is open to research based in conventional as well as emerging quantitative and qualitative methodologies.  
 
A Brief History of JGM 
Professors Keith MacMillan and Bernard Taylor founded the Journal of Business Policy - forebear to the Journal of General Management - in 1970. Their aim was to provide a focus for the study and research of the function and responsibilities of top management. The occasion for the journal's founding was an International Seminar on Teaching and Research in Business Policy held at the University of Bradford. Taylor and MacMillan also edited a book with the title Business Policy: Teaching and Research (New York: Wiley, 1973). 
In 1972 both men moved from Bradford University to Henley Management College (now the Henley Business School, University of Reading). Henley was known for its focus on General Management and, in order to broaden the Journal's appeal to practicing managers, the journal's name was changed from Business Policy to the Journal of General Management. 
 
The focus, which had begun with an exclusive emphasis on 'the function and responsibilities of top management', was broadened to include a wide range of topics pertinent to the pursuit of managerial excellence - the journal has catered to the modern manager's need to be knowledgeable in a wide range of fields, flexible and virtuosic so as to have the agility to switch easily between handling matters as diverse as strategy, reputation, finance, and HRM. The excellent general manager must, to borrow a metaphor from a JGM article (Remenyi, Grant, Pather, 2005), be able to change colours with the same ease as a chameleon alters its skin.  
JGM is therefore aimed at the practitioner or researcher who appreciates the importance of research with practical implications, global reach, and a broad vision of the general manager's complex role. 
 
The Journal's Contribution 
The JGM has helped to focus the attention of executives, consultants, teachers and researches on Leadership, decision making and organisational change at the top of businesses and other organisations. Over the years, articles have focussed on themes such as: 
 
· Identifying and building on business strengths and core competences. 
· Generating new businesses through entrepreneurship and innovation 
· Developing co-operative strategies through alliances and Joint Ventures 
· Corporate Governance and Board Leadership at the top of the organisation, e.g. how non-executive directors create value. 
 
This journal is a member of the Committee on Publication Ethics (COPE). 
 
SAGE Publications Ltd 
1 Oliver's Yard 
55 City Road 
London, EC1Y 1SP 
Phone: +44 (0) 20 7 324 8500 
Fax: +44 (0) 20 7 324 8600 
E-mail: market@sagepub.co.uk

Journal of General Management is quarterly peer reviewed journal, with a mission. The mission of the Journal of General Management is to provide thought leadership by publishing articles on managerial practices with organisation-wide or cross-functional implications. We seek original theoretical and practical insights into general management in all types of organisations.  
We are global in orientation and welcome submissions rooted in empirical research or novel business solutions in all fields related to general management including (but not restricted to): strategy, leadership, corporate governance, international business, decision-making, change management and corporate social responsibility. We also seek articles written from a functional perspective such as finance, marketing or supply chain management, provided these demonstrate links to cross-functional and general management topics. We aim to increase the relevance of developments in individual disciplines for general managers. The journal seeks to advance knowledge as to the multi-disciplinary nature of management and fulfil three objectives: 
 
1. To help top managers understand the salient economic, social, political and technological issues that affect the success of their organisation, and their abilities to act;  
2. To keep senior executives up-to-date with new developments in the theory and practice of general management; 
3. To foster new thinking, research, and the exchange of experience between academics and policy-makers across the world. 
 
We consider papers that build or expand general management theory as well as research that tests theories. In particular, we invite papers dealing with current management debates and cutting-edge business solutions. The journal is open to research based in conventional as well as emerging quantitative and qualitative methodologies.  
 
A Brief History of JGM 
Professors Keith MacMillan and Bernard Taylor founded the Journal of Business Policy - forebear to the Journal of General Management - in 1970. Their aim was to provide a focus for the study and research of the function and responsibilities of top management. The occasion for the journal's founding was an International Seminar on Teaching and Research in Business Policy held at the University of Bradford. Taylor and MacMillan also edited a book with the title Business Policy: Teaching and Research (New York: Wiley, 1973). 
In 1972 both men moved from Bradford University to Henley Management College (now the Henley Business School, University of Reading). Henley was known for its focus on General Management and, in order to broaden the Journal's appeal to practicing managers, the journal's name was changed from Business Policy to the Journal of General Management. 
 
The focus, which had begun with an exclusive emphasis on 'the function and responsibilities of top management', was broadened to include a wide range of topics pertinent to the pursuit of managerial excellence - the journal has catered to the modern manager's need to be knowledgeable in a wide range of fields, flexible and virtuosic so as to have the agility to switch easily between handling matters as diverse as strategy, reputation, finance, and HRM. The excellent general manager must, to borrow a metaphor from a JGM article (Remenyi, Grant, Pather, 2005), be able to change colours with the same ease as a chameleon alters its skin.  
JGM is therefore aimed at the practitioner or researcher who appreciates the importance of research with practical implications, global reach, and a broad vision of the general manager's complex role. 
 
The Journal's Contribution 
The JGM has helped to focus the attention of executives, consultants, teachers and researches on Leadership, decision making and organisational change at the top of businesses and other organisations. Over the years, articles have focussed on themes such as: 
 
· Identifying and building on business strengths and core competences. 
· Generating new businesses through entrepreneurship and innovation 
· Developing co-operative strategies through alliances and Joint Ventures 
· Corporate Governance and Board Leadership at the top of the organisation, e.g. how non-executive directors create value. 
 
This journal is a member of the Committee on Publication Ethics (COPE). 
 
SAGE Publications Ltd 
1 Oliver's Yard 
55 City Road 
London, EC1Y 1SP 
Phone: +44 (0) 20 7 324 8500 
Fax: +44 (0) 20 7 324 8600 
E-mail: market@sagepub.co.uk