In most every aspect of life, there's much to be gained by taking the long view. Also when it comes to business, the experiences of the remarkably long-lived firms in Japan known as shinise offer particular lessons in endurance and adaptability. Beginning on page 6, three U.S.-based management professors, Keiko Krahnke, Isaac Wanasika, and Brandon William Soltwisch, examine the characteristics that have enabled three venerable firms in Kyoto to thrive for so long, and highlight similarities in some traditional, albeit younger, American organizations. Nurturing an enterprise, whether young or old, requires a high degree of passion for business. On page 15, Muhammad Arshad, Omer Farooq, and Sadia Afzal tap into a study of 100 university students in Pakistan to explore the role that business schools can play in cultivating the zeal that's required to succeed in a competitive environment. Essential to any field of endeavor, higher education can have a dark side, however, according to Nick Forster and Daniel W. Lund (page 22). In their analysis of functional psychopathic behavior in institutes of higher learning, they point out the need to address manipulative conduct in colleges and universities, and offer practical guidance on how to foster a professional working environment that's collegial in every sense of the word. This issue spotlights Malaysia with a trio of case studies that detail how a variety of organizations are meeting day-to-day operational challenges in a rapidly developing, multicultural environment that attracts millions of workers from across the Asian continent. On page 32, Yen Loo Tan and Cheng Ling Tan demonstrate how lean techniques offered a toy manufacturer the promise of cutting waste to improve the efficiency of its production processes. For the leaders of a food manufacturing plant, explain Vimalambigai Muthusamy and Siti Zaleha Abdul Rasid (page 41), cutting back on the company's reliance on unskilled migrant workers and revamping its recruitment strategies to attract skilled local personnel helped improve retention rates and reduce the need for costly retraining. Finally, Muhammad Awais Bhatti, Ariff Syah Juhari, and Waheed Ali Umrani show how the HR managers at Aerospace Composites Malaysia achieved their retention goals among Generation Xers and Yers by customizing the company's training and development programs to workers of all ages (page 47). With this issue, we at GBOE bid a fond farewell to a long-time Editorial Advisory Board member and prolific contributor, Yvonne McNulty, and thank her for her dedication and service to the journal over the years. We also welcome three new Editorial Advisory Board members: Thomas E. Conine, Jr., president of TRI Corporation in Easton, Connecticut; Mary Gendron, senior vice president and managing director of Mower in New York City; Sajjad Jasimuddin, professor of management at KEDGE Business School in Marseille, France; and Mark Heymann, chairman and CEO of UniFocus in Dallas, Texas. Taking a long view, we look forward to their valued input in the years to come.
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