Using diverse and compelling examples, this managerial guide explains how business leaders must recast the role of managers by looking beyond strategy, structure, and systems to embrace corporate purpose, process, and people. 100,000 first printing. Ghoshal (London Business Sch.) and Bartlett (Harvard Business Sch.), who coauthored Transnational Management (Irwin, 1995), claim that a new model in which companies are managed as social institutions is replacing prior management models. The authors effectively argue that managers are now becoming responsible for transforming how employees behave?not merely reengineering what they do. The "individualized corporation" that results has the "ability to inspire individual creativity and initiative in all its people" and to "link and leverage pockets of entrepreneurial activity and individual expertise." The authors describe the management implications of these new tenets through the use of actual corporate examples, including 3M, McKinsey and Company, and Philips. Their work nicely complements other recent books on employee empowerment, such as Warren Bennis and Robert Townsend's Reinventing Leadership (Morrow, 1995). Strongly recommended for all business collections.?Kathy Shimpock, Muchmore & Wallwork Lib., Phoenix Copyright 1997 Reed Business Information, Inc. It is rare for an article in a scholarly journal to attract attention outside academic circles, but a three-part series entitled "Changing the Role of Top Management" that appeared in the Harvard Business Review in late 1994 and early 1995 has created a buzz in the popular business press and spawned a new catchphrase. Now its authors elaborate on the concept of the "individualized corporation," which they unveiled. Ghoshal is chair of strategic leadership at the London Business School and has been identified as one of a handful of cutting-edge management thinkers based in Europe. Bartlett is a professor at the Harvard Business School. Although some of what the two propose sounds a lot like empowerment and organizational learning, theirs is a new, fully elaborated model that calls for a restructuring of the organization and a redefinition of management. The authors challenge top management to emphasize purpose and process, not strategy and structure, and to move beyond direction and control to create an environment that makes the most of each individual's knowledge and skills. Sure to be in demand in the business collection. David Rouse Sumantra Ghoshal holds the Robert P. Baughman Chair of Strategic Leadership at London Business School. Christopher A. Bartlett is the Class of 1966 Chair of Business Administration at Harvard Business School. As recognized experts in organization and management, their global clients include AT&T, IBM, Ford, Motorola, Pfizer, Procter & Gamble, Daimler-Benz, and the LG Group.