bluuebunny/crossref_metadata_2025 huggingface dataset:
Understanding Corporate Collapse
Authors: Buttery E. Alan , Shadur Mark A.
Published: September 2004

Many of the recent cases of corporate collapse might have been avoided had company leaders been in a position to interpret the early signs of collapse. Existing financial models provide some indication of how to avoid failure, but these need to be supplemented by a holistic, strategic management approach. Recent experience in Australia underscores the importance of this integrated approach, and suggests that specific reforms to directorship and auditing practices might militate against failure.
State‐of‐the‐art Technology and Organisational Culture
Authors: James Graham
Published: September 2004

The development of a new “high‐tech”, “high
involvement” organisation is sketched. It concentrates on the
organisational design features of the new culture. These design features
are compared and contrasted with those of a theoretical model of a high
involvement organisation. Comment is included on progress towards the
new culture and some of the difficulties encountered. The broad aim of
the article is to help progress organisations′ “people”
strategies from “control” to “commitment” and
hence improve the effectiveness of organisations′ in an increasingly
competitive operating environment.
Showing Loyalty to Your Boss
Authors: Green Thad B. , Knippen Jay T.
Published: September 2004

This prescriptive piece looks at loyalty as an important part of a
relationship with an organisational superior. It presents six
“steps” in demonstrating loyalty: preparing to recognise
loyalty situations; identifying loyalty situations; deciding whether to
demonstrate loyalty; preparing to show loyalty; showing loyalty and
accepting thanks. Presents a scenario which “talks through”
these six steps.
The Marketing Strategy Continuum: Towards a Marketing
Concept for the 1990s
Authors: Grönroos Christian
Published: September 2004

In this article the marketing strategy continuum concept is
presented and a number of marketing and management consequences are
discussed. It demonstrates the need for a marketing concept which allows
a variety of approaches to marketing. The nature of a relationship
approach to marketing strategy is analysed in comparison with the
nature of a transaction marketing strategy. Relationship
marketing and transaction marketing are seen as strategy options at
opposite ends of the continuum. Eight marketing and management
implications of the two extreme strategies are examined.
Competruism: Strategic Implications
Authors: Gunn Bruce
Published: September 2004

The rising conflict in the global village indicates that
second‐wave ideologies which promote competition, greed and
self‐interest must be replaced with a third‐wave doctrine that
encourages co‐operation, altruism and service to others. It appears that
a paradigm shift has already taken place which makes it possible to
propose a third‐wave ideology called competruism. This conservation
doctrine has the potential of raising the survival chances of mankind in
this period of increasing uncertainty.
Salesforce Motivation: A State‐of‐the‐art Review (Part II)
Authors: Simintiras Antonis C. , Lancaster Geoffrey A.
Published: September 2004

The second of a two‐part study, this article focuses on
motivational theories and how they relate to the specific concerns of
sales management. The categories of theory considered are: need, value
and reinforcement; and then three further approaches are covered:
attribution theory, goal‐setting theory and the dynamics of action. It
is concluded that motivational behaviour with regard to salespeople
seems to be a function of three entities: salesperson, self, and
outcome.
Second‐Generation Entrepreneurs: Passing the Baton in the
Privately Held Company
Authors: Osborne Richard L.
Published: September 2004

The succession of second‐generation entrepreneurs to control of the
family business created by their fathers is a challenging, often
unsatisfactory process. A study of ten entrepreneurial families who have
experienced succession discovered that the preparation of sons and
daughters to take over the family business was disorganised, inadequate,
and sometimes inept. Moreover, founder‐fathers and non‐family employees
had done little to prepare for the transition to second‐generation
leadership. Based on the troubling experience of these ten families and
the author′s work with dozens of family businesses, this article
proposes a comprehensive developmental model designed to increase the
chances of second‐generation success.
Financing the MBO: A Complex Issue?
Authors: Pogue Michael
Published: September 2004

It has become increasingly obvious from recent experience that two
vital and interrelated factors affecting the eventual success of a
management buy‐out (MBO) are respectively the purchase price and the
consideration used for the tranfer of ownership. This article examines
the types of finance which have become associated with MBOs together
with the categories of financial institution involved in providing the
finance.
Marketing Information Systems
Authors: Proctor R.A.
Published: September 2004

Computerised marketing information systems have been discussed in
the marketing and information systems literature for some time. Looks at
the extent to which they have been implemented in the UK and concludes
that they are still in their infancy. A schema for a marketing
information system is presented together with some pitfalls in design
that must be avoided. Discussion finally turns to how such an
information system may be used.
Strategic Applications of Robotics Technology
Authors: Alkhafaji Abbass F.
Published: September 2004

Currently in the United States it has been estimated that 10‐12,000
robots are utilised in larger corporations. Future predictions calculate
that within five to seven years up to 100,000 robots may be in use in
the US alone. It was predicted that by 1990 more than 50,000 new jobs
would be created in making and maintaining robots in good condition.
With such a dramatic increase in the use of robotics technology,
enterprises must acknowledge the future implications of such advancement
on both management and employees. The purpose is to test the strategic
application of robotics technology, why it should be used extensively in
the future, the fear of unemployment due to the robots, and the
reorganisation of traditional management practices as a result of new
technological advances. Also the application of such technology in the
developed and developing countries is discussed.
An Ethical Framework for Purchasing Decisions
Authors: Haynes Paula J. , Helms Marilyn M.
Published: September 2004

As the importance of the purchasing function in corporations
increases, there has been a concurrent increase in the importance of
ethics in the purchasing environment. The purchasing linkage is critical
to effective operation of corporations as high‐quality raw materials and
supplies available on a timely basis are required for global competitive
success. Bottom‐line productivity and profitability, as well as
long‐term viability, are directly dependent on effective functioning in
the purchasing arena. The traditional organisational structure of the
purchasing function has the potential to encourage unethical employee
practices. Viewing the relationship between an organisation and its
suppliers as adversarial creates conflict as well as inherent ethical
dilemmas in the purchasing function. This article discusses various
categories of unethical purchasing situations and illustrates ways to
lessen or avoid these dilemmas through the introduction of just‐in‐time
(JIT) inventory control procedures. The internal co‐operation necessary
in the purchasing/operations interface under JIT facilitates development
of a corporate culture supportive of ethical behaviour. Moreover, since
in JIT the supplier is considered part of the team – the
“person at the previous work station” – these concepts
can reinforce intraorganisational ethics as well.
Effective Delegation
Authors: Hind Matthew W.
Published: September 2004

Effective delegation often fails, due to a misunderstanding about
the difference between responsibility and accountability. Added to this
many of the key management processes actively discourage delegation,
causing internal conflict and resulting in inefficient and ineffective
organisations. However, companies such as the BOC Group show what can
result when delegation is successful.
Enabling Managerial Growth and Ownership Succession
Authors: Wills Gordon
Published: September 2004

Describes the efforts of the owner/directors of a private limited
company to put into place a succession strategy. Considers three major
themes: second generation entrepreneurs/management succession; action
learning as a human resource development strategy and philosophy; and
the learning organization. Concludes that people (and organizations)
“learn” best from the priorities of the business, once they
have been identified, and that organizational learning is really based
on institutionalization of what has been learned – requisite
learning.
When Private Companies Go Public
Authors: Osborne Richard
Published: September 2004

Entrepreneurs appear to become better managers of their businesses
once those businesses go public: this means more attention to systematic
planning, more reliance on other senior managers and directors, less
secretiveness and longer time horizons. Isolates characteristics of
growing firms compared to “stalled” firms and suggests ways
for private companies to gain benefits like those public flotation would
provide. Suggestions are designed to stimulate the positive influences
of going public without disposal of privately held shares.
Strategic Alliances in Banking
Authors: Takac Paul F. , Singh C.P.
Published: September 2004

Defines the concept of strategic alliances as well as outlining the
potential benefits and disadvantages of entering into such
relationships. This will facilitate critical reviews of the nature and
type of relationship that best satisfies their individual needs.
Strategic alliances are a means of rationalizing business operations and
improving the overall competitive position of a company and are
important because of the sheer speed and dynamism of technological
change which has opened up a wide range of new activity areas. Banking
firms, however, experienced difficulty in defining the type of
relationship that best suits their needs. To a significant extent this
is due to the fact that a great deal of confusion exists regarding the
term “strategic alliances”. In particular parties have
difficulty in distinguishing strategic alliances from other forms of
organizational relationships.
Preparing Executives for Overseas Assignments
Authors: Cavusgil Tamer , Yavas Ugur , Bykowicz Sandy
Published: September 2004

Describes a comprehensive 14‐week predeparture training programme
and an on‐location orientation session that companies may find useful
when they transfer personnel to foreign assignments. Increasing numbers
of Western professionals go to foreign countries on assignment. Their
success or failure in these assignments largely hinges upon their
adaptation to the new set of living and working conditions. A well
designed training programme can enhance the chances for success and
minimize failures.
Taking the Single Step
Authors: Helms Marilyn M.
Published: September 2004

Considers the possibilities of the West trading with China. How
much do we know about that country and what are our long‐term
objectives? Discusses the economic, legal, political and cultural
aspects of entering and operating in the Chinese market. Concludes that
the joint venture is the initiative most likely to succeed, though not
without the circumvention of many pitfalls – and a long journey
lies ahead.
Organizational Homoeostasis: A Role for Internal Marketing
Authors: Mitchell V.W.
Published: September 2004

Describes organizational‐organismic parallels in the context of the
“natural need” for internal marketing. The need for internal
marketing, especially within service organizations, is commonly
recognized, but its implementation is considerably more difficult than
its planning. Attitude barriers (unreceptiveness to marketing
philosophy) may exist even in the higher levels of management, where
they are potentially more difficult to change, yet changing them will
have the greatest effect on the organization. Suggests that one strong
argument which could be used is the organismic metaphor, which draws
parallels between organizations and organisms.
New Style Product Development
Authors: Johne Axel
Published: September 2004

The distinguishing feature of new style product development is that
it allows companies to achieve new sales growth even in markets which
many suppliers regard as mature. Success is achieved by using marketing
skills to focus technical skills. Discusses the operational requirements
for making the approach work in large organizations, drawing on examples
of new style product development in American, Japanese and British
companies.
Management Team Innovation
Authors: Anderson Neil , Hardy Gillian , West Michael
Published: September 2004

Describes how the National Health Service management has responded
to pressure for change as a “critical case site” for
investigation of the importance of innovativeness. What factors help or
hinder innovation? What distinguishes highly innovative teams? How does
the process of innovation develop over time? What practical
recommendations can be made to facilitate innovation? Identifies four
significant factors: vision, participative safety, a climate for
excellence, and support for innovation. Describes a programme of
recommended practical interventions.
Culture Surveys
Authors: Sleezer Catherine M. , Swanson Richard A.
Published: September 2004

Explains the advantages of using a culture survey as part of an
organization′s change effort and examines the use of culture surveys in
information gathering and communication. Culture surveys, used properly,
become invaluable in guiding change. Used improperly, however, they can
be counterproductive. Describes the principles for designing,
implementing and analysing the data resulting from a culture survey,
along with a case study describing the successful application of these
principles in one organization.
Satisfaction Gaps: New Realities in Managing Automation
Authors: Zikiye Anthony A. , Zikiye Rebecca A.
Published: September 2004

Builds on prior research into the impact of automation on job
characteristics, which found that co‐ordination, job autonomy, and work
pace were reinforced by automation, while new skill requirements, job
security and exertion remained unaffected. Job satisfaction correlates
reveal the existence of elements both reinforced by automation and
unrelated to job satisfaction. Such elements represent sources of
operator indifference to the benefits of automation or satisfaction
gaps, and they include interdepartmental task co‐ordination, discretion
in making production decisions, confidence to complete tasks without
supervision, the achievement of career goals, perceptual skills,
security of records, and longer work hours in the post‐automation
period.
The Market for Management Consulting in Britain: An
Analysis of Supply and Demand
Authors: Schlegelmilch Bodo B. , Diamantopoulos Adamantios , Anne Moore S.
Published: September 2004

Analyses the state of the management consultancy industry in
Britain, from both a supply and a demand perspective. Aims to help
potential clients evaluate and select consultants; to keep academics in
business‐related subjects abreast of developments in the field; and to
identify growth areas into which consultants might elect to move.
Outlines available consulting specialisms, identifies key players in
each, and profiles a typical management consultant.
Magnet plc: The Test‐case?
Authors: Pogue Michael
Published: September 2004

Reports on an attempt to launch an unprecedented management buyout,
which was seen to have important repercussions for the whole of the
£12 billion British buyout industry, and to represent a
“test case” regarding the viability and suitability of
American‐style leverage deals in Britain. Describes the problems that
arose as Magnet plc′s debt increased and its ability to service its
interest obligations was undermined.
Applying Deming to Service
Authors: Akande Adebowale
Published: September 2004

Assesses the current status and future prospects of quality and
productivity improvement efforts in business, especially in America.
Presents a picture of the state of the art of quality as a way of life
in the service sector. Lots of service operations lag behind
manufacturers in making quality improvement a part of the corporate
culture, not just an add‐on programme.
Enabling Customers to Drive Your Enterprise
Authors: Wills Gordon
Published: September 2004

Discusses the theory of front‐ and back‐seat driving relative to
customer‐driven enterprise in marketing. With deregulation and
privatization picking up speed in service industries, customer service
roles are vitally important. Shows that marketing must embrace new
technologies alongside customer choice and marketing ideology with
intelligence. Also posits requisite planning as a positive approach as
involving customers in learning how to drive themselves. Describes the
author′s early involvement in requisite planning at Bowater Packaging in
which transformed production technology and localized competition were
involved along with corporate renewal. Describes the theory behind
CUSTOMDRIVE 5 and includes a model with six steps. Concludes that, if
CUSTOMDRIVE 5 is understood and implemented, then marketing
professionals will soon take on board the relevant message.
A Model for Personal Success
Authors: Alder Harry
Published: September 2004

Questions whether the search for excellence should begin in the
corporation or in the world of the individual, on which neuro‐linguistic
programming (NLP) is based. Examines the individual holistically –
“we are what we think”, modelled on internal as well as
external states, and explores how to incorporate the associated personal
effectiveness techniques with orthodox training and development
programmes. Looks at the aspects of self‐modelling and the whole brain,
both left and right, and concludes that a new cognitive approach to
management science is necessary for the 1990s.
Self‐managing Work Teams (SMWT) and the Human Resource
function
Authors: Banner David K. , Kulisch W. Anthony , Peery Newman S.
Published: September 2004

Forces of international competition and innovations within
organizations have led to the development of employee involvement
programmes, including self‐managing work teams. The widespread use of
such programmes poses special problems for human resource management.
Outlines how the human resource management process and the role of the
HRM professional can be changed to increase the effectiveness of
self‐managing work teams.
Building a Small Expert System for a Routine Task: A Case
Study
Authors: Stockdale Alan , Wood Michael
Published: September 2004

Expert systems are computer programs which can emulate certain
functions of human expertise. They are now used in many areas of
business. In the last five years or so a number of software packages
have become available, called “shells”, which offer the
prospect of users building their own systems. They are relatively cheap
and provide a framework into which knowledge or expertise can be built.
Describes the development – using one of these shells ‐ of a
prototype expert system for evaluating tenders for the supply of new
freight containers. The prototype was tested using some data from a
previous tender and was found to save more than 90 per cent of the time
normally taken to carry out this function. Further benefits were
obtained in respect of improved quality of the analysis which could
result in additional substantial cost savings. This expert system was
built by the manager responsible for the tender evaluation, with a
limited amount of assistance. Concludes with some suggestions for
managers considering building similar small expert systems.
Structuring the Joint Venture: Direct Foreign Investment in
the United States
Authors: Apke Thomas M.
Published: September 2004

Discusses the problems involved when foreign investors decide to
try and involve themselves in the US market. US and local income taxes
are involved and investors must be apprised of this and the need to sign
the appropriate agreements, models of which are enclosed herein. Looks
at organization and purpose, minority protection and equal ownership.
Concludes that very careful legal planning is required for a successful
business relationship.
The Operating Cycle: Risk, Return and Opportunities
Authors: Groth John C.
Published: September 2004

Highlights the operating cycle, its importance, and reviews basic
relationships related to the cycle. In particular, it focuses on capital
“flow through”, invested capital, capital at risk, and
economic returns generated relative to capital employed. Reveals an
amplification effect that results from improvements in the management of
the cycle, that benefit traceable to a reduction in operating risk
allowing incremental benefits from financial leverage. Suggests specific
actions to take with respect to the cycle that will improve the value of
your firm. Shows that small improvements in operating factors within the
cycle yield amplified benefits to the firm. The discussion ignores taxes
except in instances when tax effects are important. This does not
detract from the discourse or conclusions. Reveals that increases in
firm value that result from improved management of the operating cycle
stem from several sources: greater levels of economic returns from
operations; a reduction in operating risk; less capital invested and at
lower risk; lower cost of capital; and increased tax benefit.
Empowerment, the Cornerstone of Quality: Empowering
Management in Innovative Organizations in the 1990s
Authors: Ripley Robert E. , Ripley Marie J.
Published: September 2004

Quality empowering management is to the future of renewed worldwide
competitiveness what quality control, participative management
programmes and zero defects were to quality improvement. Empowerment
holds that promoting employee involvement empowers workers to perform as
whole, thinking human beings. Empowerment is the glue by which the
elements of customer focus, quality process and products, continuous
improvements, self‐managing teams, quality measurement, and utilization
of the total workforce abilities are held together. Self‐managing teams
are one of the major keys in the innovative organization to solving
complex problems, increasing productivity, and heightening creativity.
For most organizations and managers, quality empowering management is a
new responsibility and a radical change in style of management and
change in culture requiring new methods and systems.
Maintaining Competitive Markets: UK and EC Merger Policy
Authors: Pass Christopher , Lowes Bryan
Published: September 2004

In recent years there has been a substantial increase in the number
of mergers and takeovers in the UK referred by the Office of Fair
Trading to the Monopolies and Mergers Commission for investigation and
report. This reflects an ongoing concern of the UK competition
authorities with the maintenance and promotion of competitive markets.
Surveys UK merger policy alongside a concurrent development – the
introduction in 1990 of a new supranational Merger Regulation by the
European Community. Outlines the regulatory frameworks operating in the
UK and EC and highlights particular points of interest in the
application of policy control by reference to selected merger cases.
Doing Business in Germany and Australia: An Etic‐Emic Study
of Contrasts
Authors: Kramer Hugh E.
Published: September 2004

Suggests that important aspect of doing business in a foreign
country is familiarity with its culture which preconditions its people
to perceive, think, feel and act according to the norms of their
culture. The norms and values of two different cultures frequently clash
with each other, yet are crucial for the marketing and operational
success of a foreign company. Discusses the German and Australian
cultures and their implication for business decisions from an outside
viewpoint.
Strategic Planning in Bahrain
Authors: Khan Golam M. , Ali‐Buarki Ebrahim
Published: September 2004

The tools and techniques of strategic planning are being
increasingly used in many parts of the world. Suggests that, although
the planners in Bahrain appear to have limited awareness, there is a
clear need for them to become more familiar with various tools and
techniques to enhance their planning ability. Reports on recent research
into the use of ten of the most common planning techniques: SWOT
analysis, the product life cycle, the experience curve, the growth‐share
matrix (BCG), the directional policy matrix, the PIMS study, gap
analysis, perceptual mapping, financial analysis and SPACE analysis.
Common‐sense Risk Assessment
Authors: Groth John C.
Published: September 2004

Gives a brief background to risk evaluation methods and measures.
Offers a simple definition of risk which may be useful to the managers.
Examines risk issues relative to the statement of income, which allows a
review of factors contributing to risk. Categorizes the origins of risk.
Finally, provides a practical analysis and scoring system to help the
analyst and manager assess risk, make decisions and manage in a risky
environment.
Banking Technology: Improving its Potential through Better
Management
Authors: Takac Paul F. , Singh C.P.
Published: September 2004

Discusses the role of technology in financial institutions.
Suggests that, given its cost and operational importance, technological
change must be carefully planned and managed and integrated with
business planning. Technology′s role has increased from back‐office
support to a wider role incorporating product and service development
and delivery and is becoming increasingly vital in increasingly
competitive financial markets. However, a “technology race”
has also developed which is expensive and may yield a poor return on
investment.
Information Systems and Constructing Problems
Authors: Sims David
Published: September 2004

Draws on a large group of research projects on the management use
of information systems in the British National Health Service. Argues
that information systems are just one part of the system of information
by which the manager knows what is going on, and within which he or she
constructs problems. Compares the advantages and disadvantages of four
ways in which a manager may know about what is going on: information
systems, gossip, walking about, and experience and imagination.
Considers the effectiveness of these four for problem construction.
Suggests that setting information systems in the context of other parts
of the manager′s system of information may enable both the designers and
the users of such systems to consider more carefully when and how their
systems can be of use to senior managers in problem construction ‐ for
it is more important for senior managers to be able to construct
problems than to solve them.
Maintaining Competitive Markets: The Control of Restrictive
Agreements and Cartels in the UK and EC
Authors: Pass Christopher , Lowes Bryan
Published: September 2004

An important aspect of UK competition policy is the attempt to
maintain competitive markets by prohibiting restrictive agreements and
cartels involving price fixing, market sharing, etc., the effect of
which is to suppress, limit or distort active rivalry between suppliers.
Examines UK policy towards restrictive agreements, alongside similar
attempts to control cartels in the European Community. Outlines the
regulatory frameworks operating in the UK and EC and emphasizes
particular points of interest in the application of policy control by
reference to selected restrictive agreement/cartel cases. While the
attack on formal “open” collusion has been highly
successful, it is clear from the work of the Office of Fair Trading and
the European Commission that clandestine (”covert”)
collusion between suppliers remains an on‐going problem.
Poor Quality Products: Is their Production Unethical?
Authors: Helms Marilyn M. , Hutchins Betty A.
Published: September 2004

Suggests that declining product quality and manufacturers′ social
responsibility is of increasing concern to consumers and to
manufacturers, who must bear the cost of such faulty practice. Reviews
documented cases of poor quality products and matches them with the
ethical theories of utilitarianism, universalism, rights, justice and
Natural Law. Obligations to stakeholders are examined, and future
research suggested.
International Countertrade at the Crossroads
Authors: Okoroafo Sam C.
Published: September 2004

In the 1980s many countries paid for imports using countertrade
because of limited foreign exchange reserves. However, recently the same
nations have been implementing reform programmes. Part of the
initiatives of the reform programmes involve floating of their
currencies and increased use of monetized transactions. What does this
mean for countertrade? Provides a prognosis for international executives
and suggests a model to execute countertrade deals.
Generating Marketing Strategies: A Structured Creative
Decision Support Method
Authors: Proctor Tony , Ruocco Paul
Published: September 2004

Suggests a structured approach to decision making in the context of
generating appropriate marketing strategies. The method includes the use
of a creative problem‐solving method, brainstorming. Decisions often
involve several people and different people may have different
viewpoints on the suitability of various strategies which can be
pursued. The approach facilitates the sharing of different viewpoints
and the bringing together of disparate ideas in the formulation of
specific marketing strategies. The approach employs a structured
approach to identifying possible strategies using a combination of the
“TOWS matrix” and brainstorming. The method has
applicability to other areas, where strategy is being formulated.
The Rise and Fall of Political Risk Assessment?
Authors: Stapenhurst Frederick
Published: September 2004

Political risk assessment (PRA) is an integral part of
environmental scanning, which in turn is one of the key requirements for
effective strategic planning and corporate decision making. Why, then,
have a number of multinational corporations (MNCs) discontinued their
practice of this vital corporate function? Examines the tendency of both
European and US‐based MNCs to discontinue the function and postulates
three reasons for this occurrence: (1) the increased riskiness of
international business has caused a retrenchment of overseas operations,
particularly by the smaller MNCs, and thus a decreased need for PRA; (2)
a profit squeeze has led to the “externalization” of many
corporate staff functions, including that of PRA; and (3) the failure
adequately to incorporate the results of PRA into corporate decision
making. Nevertheless, there has never been a greater need for PRA. The
principal challenge facing management is better to integrate PRA into
corporate decision making.
NLP: Managing a Revolution
Authors: Alder Harry
Published: September 2004

The archetypal manager is a dying species. Conservative left‐brains
concepts all appear outdated – now the emphasis is on the
individual, more specifically the right side of the brain of the
individual – Neuro Linguistic Programming (NLP). Examines the
methodologies and applications involved, including the right‐brain
origins of “intrapreneuring”, and generally the great
improvements achieved from introducing the technique of self‐development
in managerial development programmes.
Simplifying Strategic Planning
Authors: Sokol Reuben
Published: September 2004

Looks at the benefits of finding ways to simplify the strategic
planning process which include saving time in developing a plan and
shortening the lead time to implement it, making the plan easier to
understand, focusing better on only the most relevant business issues,
and assembling a more consistent strategy for the whole company.
Recommends that we should use only a few core planning tools in order to
avoid redundancies in our use of planning tools and analyses. We only
need to prepare an entire plan every 2‐3 years. It should be short and
completed within a few months, to save time and to remain current. A
plan process should use both tools of analysis and synthesis. Planning
tools should present market and organizational dynamics, not static
point‐in‐time snapshots. A primary objective of a plan is a signalling
device to key managers.
What You Always Wanted to Know about Marketing
Strategy...But Were Too Confused to Ask
Authors: McDonald Gael , Roberts Christopher
Published: September 2004

An examination of marketing terms and strategies with copious case
histories and examples of firms who have become market leaders in their
field or (in some instances) have had their fingers burnt. Concludes by
looking at strategic decision making and marketing as a means to gain
reasonable returns given the appropriate circumstances.
How to Market Your Professional Services: A Strategic
Approach
Authors: Chan Peng S.
Published: September 2004

Introduces the concept of client‐centred marketing to consultants
in order to help them market their professional services. This approach
comprises several components, including a strategic evaluation of the
consulting practice, setting goals and objectives, establishing activity
priorities, allocating resources, scheduling activities, task
implementation and monitoring results.
SIA, Developing Countries and Marketing Opportunities: A
Primer
Authors: Walle Alf H. , Ryans John K.
Published: September 2004

Social Impact Assessment (SIA) is a type of mandated research which
is typically implemented during the planning stages of development
projects. Unfortunately, such data are often merely used to evaluate the
viability of projects, and are seldom consulted as secondary sources of
information once they have served their primary role. Such tendencies,
unfortunately, relegate potential sources of data to file cabinets.
Provides an overview of what SIA is, and how it can be adapted to serve
the needs of strategic planners in the private sector to facilitate the
use of this source of secondary data. Also presents the results of a
questionnaire on SIA sent to a sample of international marketing
managers.
Financial Information, Risk, and Share Value
Authors: Groth John C , Nixon Clair J.
Published: September 2004

Technology offers great opportunities to firms. Successfully
bringing the benefits of technology to market and realizing favourable
returns requires a careful balance and management of a host of factors.
The critical test of such efforts occurs where and when technology
“meets the market”, resources and great efforts will only
yield returns if one meets the market. Focuses on push versus pull
marketing forces and their importance in technology assessment, policy,
strategy, and the management of efforts to successfuly exploit
technology. It defines characteristics of push versus pull forces,
addresses the importance of economic, social, political and technical
forces, and discusses factors of importance to the marketing analyst and
strategist. It provides force assessment guidelines and an evaluation
and scoring worksheet to evaluate and summarize factors which will
determine the success or failure of a technology‐based effort. In
addition, this assessment scheme is useful in a variety of other
situations and environments. Includes examples related to the private
and government sectors.
Control of Dominant Firms in the UK and EC
Authors: Pass Christopher , Lowes Bryan
Published: September 2004

Competition policy in the UK and European Community is concerned
with the maintenance and promotion of competitive markets. However, many
market sectors in the UK and EC exhibit high levels of supplier
concentration and many are dominated by either a quasimonopoly supplier
or a core of large oligopolistic firms. Examines UK and EC policy
towards the control of dominant firms. The regulatory frameworks
operating in the UK and EC are outlined and particular points of
interest in the application of policy control are highlighted by
reference to selected monopoly cases.
Economic Reforms Create Opportunities in Africa
Authors: Okoroafo Sam C.
Published: September 2004

Highlights economic reform policies recently instituted in a number
of sub‐Sahara African countries. The reforms have drastically
transformed these economies: import restrictions have been
removed; currencies′ values are now determined by supply and
demand; state‐owned firms are on the auction block. For international
firms, there has never been a better time to invest. However, the
old rules for analysing foreign markets still apply. Caution is still
the watchword.
External Considerations: Their Influence on Future
Strategic Planning
Authors: Helms Marilyn M. , Wright Peter
Published: September 2004

Changes in the role of information, workplace technologies, and the
composition and attitudes of the workforce will have a bearing on
companies′ competitive position in the marketplace; both in marketing
products and services and in attracting the requisite quality and skill
of workers. Alterations in the basic tenets of how firms conduct
business and interact within a dynamic national and international market
present challenges to all US companies. Energy, distribution and
metrification issues as well as changing international market
developments in Europe, Japan and the Pacific Rim, Canada and Mexico
present both opportunities and threats. These external factors, over
which the individual manager has minimal control, must be accommodated
in strategic planning. The key areas of technological advances, human
relations factors, business trends, and international trade are
fundamental external factors which may potentially impact on industries.
In addressing these areas, specific projections are provided which can
be utilized to assess the compatibility of a firm′s current positions
and future strategies with the rapidly changing external environment.
Total Strategy
Authors: Peters John
Published: September 2004

Organizations take strategic direction decisions in four key areas:
culture, policy, strategic plans and in the way they select and approach
their markets. Presents an approach which allows managers to look simply
and graphically at the complex interactions to guide them through the
maze of options and decisions open to them towards an integrated
solution.
Thriving on Chaos: The Route to Management Survival
Authors: Vinten Gerald
Published: September 2004

Chaos theory is about to invade the thinking and vocabulary of
practising managers and management academics. It will mark the major
breakthrough in the 1990s, just as systems theory represented the great
step forward three decades ago. Indeed, it may be regarded as a natural
extension of systems theory. Provides an explanation of what chaos
theory means in the light of some important scientific developments
which may now be viewed as superseded. Explores the connection with
management thinking through a number of major management writers who
display an implicit awareness of chaos. A discussion considers the
interrelationship between order and disorder, and the significance for
creativity and leadership in organizations. Managers need to thrive on
chaos, and to revamp some deeply entrenched attitudes if they are to
succeed in the midst of an operating environment that is less stable and
predictable.
Triumph or Disaster: What Is Reality?
Authors: Drummond Helga
Published: September 2004

Someone tells you there is a problem. Is there – how do you
know? Someone says there are three options – how do they know?
Decisions turn upon what people believe is reality, yet reality is a
resource which can be manipulated to make power. Explores some of the
techniques whereby decision makers′ perceptions may be influenced.
Managing in Difficult Times: Lessons from the Most Recent
Recession
Authors: Bigelow Ronald , Chan Peng S.
Published: September 2004

The history of business is full of ups and downs. The present (or
past?) recession is worrying many businesses and people. Indications are
that corporations and management have more to learn from this recession
than from prior recessions. For one thing, increasing global competition
has made business survival more difficult than before. Under the new
conditions, many of the old ways of dealing with recessions or downturns
cannot work; they may even debilitate firms using them. New means of
surviving economic banes need to be considered. Examines some of those
means, in particular: planning, cost‐cutting strategies, core strategy
versus diversification, re‐structuring, post‐restructuring, and some
positive aspects of an economic downturn.
Traditional Performance Appraisal Systems: The Deming
Challenge
Authors: Elmuti Dean , Kathawala Yunus , Wayland Robert
Published: September 2004

Compares the traditional performance appraisal systems with
Deming′s philosophy of operating a production system focused on quality
for the consumer. W. Edwards Deming has long challenged the
effectiveness of traditional performance appraisal systems used by
American managers. He criticizes the traditional performance appraisal
system of rewarding “win‐lose” results rather than
supporting “win‐win” aims, thereby placing so much emphasis
on judging and ranking people and using extrinsic motivational means. He
recommends replacing the traditional performance systems that encourage
win‐lose behaviour with systems that promote co‐operative and supportive
behaviour. The Deming approach to performance appraisal involves a
complete change of the traditional system to one that concentrates on
managers being highly focused on quality and long‐term improvement. The
successful implementations of Deming′s management approach in several
American organizations were examined as available means of integrating
performance appraisals into their quality system. The more successful
companies have found remarkable improvement in consumer recognition,
sales, market share, operating costs, customer satisfaction, employee
morale, and of course quality. Such actions will not only help to
strengthen these companies′ market position, but will help to improve
the overall global competitiveness of American industry.
Managing User‐supplier Interactions: Management of R&D Activity
Authors: Zairi Mohamed
Published: September 2004

AMT implementation has brought with it many opportunities for those businesses which subscribed to it. It also introduced a large number of problems, many of which were internal to the user organizations themselves, such as lack of senior management commitment, poor planning and lack of employee involvement amongst others. There were also problems external to the users concerned, such as poor supplier relationships. Argues that user‐supplier interactions are at the heart of effective and successful AMT implementation. The vehicle through which such relationships can be established is R&D activity. The more visible the R&D role is, the more encouragement suppliers give in involving their customers, the more positive the diffusion of AMT and its subsequent adoption can be. Concludes by proposing a model of AMT diffusion, based on a prominent role for R&D activity.
Generating Ideas Using Randomized Search Methods: A Method
of Managed Convergence
Authors: Hitchings Graham , Cox Sara
Published: September 2004

In the light of experience, traditional ways of using the technique
of brainstorming are examined. Flaws in the technique include dominance,
fixation, inhibition, lack of structure and noise. Describes a method
that has been devised which involves randomization, small group working
and managed convergence towards better ideas, solutions, designs or
products. The technique is not time‐constrained and is carried out in a
relaxed atmosphere, conducive to producing a higher quality result.
Organizational Impasse: Diagnosis and Intervention
Authors: O′Connor Carol A.
Published: September 2004

Serves a dual purpose: (1) to clarify the nature and occurrence of
impasse in groups towards defining and categorizing it: and (2) to use
these findings as a means for diagnosing impasse and providing
intervention to resolve it. It is a partial report of findings from a
research project which contributed to the field of Organizational Gestalt and supported a paradoxical perspective to group life. This
qualitative study used direct observation, surveys and interview
methods. The weekly decision‐making meetings of nine senior managers of
a mental health facility provided its data. Impasse situations were
identified and analysed. From this a definition and five categories of
impasse emerged. Also offers an approach for intervention design
following a case study which illustrates impasse.
The Enterprise School of Management: Turning Dreams into
Reality
Authors: Peters John
Published: September 2004

Presents a proposal for an “Enterprise School of
Management” in which organizations can greatly increase the
productivity of their learning/training investments, by focusing on
their key strategic issues. Gives an outline structure as to how to make
that happen.
Managing in the Age of Discontinuity
Authors: Bundett John O.
Published: September 2004

Builds on work within The Lawson Mardon Group – one of the
world′s largest packaging firms. Reviews, in particular, discontinuous
change and the relationship between responsiveness and organizational
learning – the latter expressed as a model identifies different
organizational development patterns and the shift demanded in
organizational assumptions at each stage of development. The underlying
concepts are of special interest to practitioners in that the material
goes some way towards describing not only the evolution of the learning
organization, but where processes such as TQM and autonomous work groups
fit into the overall journey.
Why Entrepreneurs Fail: How to Avoid the Traps
Authors: Osborne Richard L.
Published: September 2004

Would‐be entrepreneurs who start or acquire businesses, driven by
the popular belief that executive competence can conquer all, are likely
to be disappointed. Executive competence, while important, is often
subordinate to the concept and capital utilization characteristics of
the business in determining organizational outcomes. Proposes five
guidelines for starting or acquiring a business which, if observed, will
increase the chances of entrepreneurial success and corresponding wealth
accumulation.
Terrorism as an International Business Crisis
Authors: Barton Laurence
Published: September 2004

Despite a global shift towards democracy, terrorism targeting
corporations continues at an alarming rate. British, American and
Japanese corporations in particular have been the victims of an
increasing number of bombings, kidnappings, cases of extortion and other
serious criminal acts. Unfortunately, many managers lack the formal
training necessary to launch a proactive programme which protects assets
and personnel against a potential terrorist. Analyses the motivations
which prompt industrial terrorism and presents a model that details how
managers can assess the organizational security measures which are
needed.
Outsourcing Technology
Authors: Takac Paul F.
Published: September 2004

In their search for optimum performance and cost‐efficiency many
organizations have been critically examining the value of the seemingly
ever increasing cost of, and dependence on, technology. In the course of
examining possible alternative, and potentially more efficient,
approaches to technology management, the concept of outsourcing has
become widely discussed. In this context it has attracted high levels of
interest among both industry and Government. In spite of this high level
of interest and increasing willingness to consider outsourcing, a great
deal of uncertainty exists among potential users regarding both the
meaning and implications of entering into outsourcing arrangements.
Intends critically to examine the concept, implementation and management
issues related to outsourcing information technology services.