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A Brief History of the Journal

 

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 recent 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.