Sue Dopson teaches on the University of Oxford's degree programme in management and also on a wide range of executive development programmes for public sector organisations and commercial companies. Her interests include the nature of managerial work; the changing role of the middle manager; career issues for managers; management in the public sector; and managing with professionals. Before pursuing an academic career, Sue Dopson worked as a personnel manager in the NHS, and her most recent work has been on how developments in genetic science will influence clinical practice and health care policy.Michael Earl works at the intersection of business strategy and IT and has published widely in this area in journals such as the Harvard Business Review, Sloan Management Review, MIS Quarterly and other scholarly journals. He has also published several books, including Management Strategies for Information Technology (Prentice Hall, 1989), which was a best-seller. A member of the UK government's task force on e-commerce and consultant to several multinationals, Michael Earl was previously Professor of Information Management at London Business School, during which time he held the roles of Deputy and Acting Dean.

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• SECTION 1: THE CONTEXT: A CHANGED LANDSCAPE; SECTION 2: SECTORS: A BROADER AMBIT FOR MANAGEMENT; SECTION 3: MANAGEMENT FUNCTIONS: TOWARDS STRATEGIC SYNTHESIS; SECTION 4: MAPPING THE FUTURE

Sue Dopson teaches on the University of Oxford's degree programme in management and also on a wide range of executive development programmes for public sector organisations and commercial companies. Her interests include the nature of managerial work; the changing role of the middle manager; career issues for managers; management in the public sector; and managing with professionals. Before pursuing an academic career, Sue Dopson worked as a personnel manager in the NHS, and her most recent work has been on how developments in genetic science will influence clinical practice and health care policy.Michael Earl works at the intersection of business strategy and IT and has published widely in this area in journals such as the Harvard Business Review, Sloan Management Review, MIS Quarterly and other scholarly journals. He has also published several books, including Management Strategies for Information Technology (Prentice Hall, 1989), which was a best-seller. A member of the UK government's task force on e-commerce and consultant to several multinationals, Michael Earl was previously Professor of Information Management at London Business School, during which time he held the roles of Deputy and Acting Dean.

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• SECTION 1: THE CONTEXT: A CHANGED LANDSCAPE; SECTION 2: SECTORS: A BROADER AMBIT FOR MANAGEMENT; SECTION 3: MANAGEMENT FUNCTIONS: TOWARDS STRATEGIC SYNTHESIS; SECTION 4: MAPPING THE FUTURE