bluuebunny/crossref_metadata_2025 huggingface dataset:
Co‐Makership
Authors: Bevan J.
Published: September 2004

Co‐makership is based on the principle that buyers and suppliers
can gain more benefits by cooperating than by pursuing self‐interest at
any cost to others. Profitability and market share are objectives that
many buyers and suppliers have in common. This article recommends
comakership as a way to a more secure environment of co‐operation and
communication between companies and their suppliers.
Successful Acquisitions and the Role of Management
Authors: Hall Peter D. , Norburn David
Published: September 2004

Acquisitions are a key element of corporate strategy. The
performances of organisations involved in mergers and acquisitions are
examined. The article also examines the significance of corporate
culture to company performance, and the change in culture that an
acquisition might cause.
Conversational Control
Authors: Margerison Charles J.
Published: September 2004

Conversation control is a key managerial skill. A manager must know
when to talk and when to listen. Conversational skills are a key to
effective performance. Listening is of equal importance, in order to
gather information from people in a positive and practical way. (The
article includes a Self‐assessment Index aimed at the manager.)
Auditing Performance – An Alternative Approach
Authors: Bennett Roger
Published: September 2004

Getting the best performance from any company′s resources,
especially people, can present a problem. Making sure that each employee
is productive so that the company is productive is a key task of all
managers and practising specialists. An alternative approach to
improving performance, different from those adopted in the past, is
proposed, based on a detailed analysis of performance.
Pressure Groups: A Management Introduction
Authors: Smith N. Craig
Published: September 2004

The article examines the nature of pressure groups, their effect on
corporate action and on managers. The importance of seeking an
understanding of pressure groups is emphasised. Although pressure groups
can be responsible for constraining corporate action, they can also
sometimes present business opportunities.
Corporate Knowledge‐based Systems: Implication and Impact
Authors: Peppard Joe
Published: September 2004

The application of information technology (IT) to corporate
environments is now widespread. Recent years have seen IT successfully
applied to a wide range of corporate activities. Artificial
intelligence, in the guise of knowledge‐based systems is on the point of
delivering its long awaited potential. With many successful systems
developed over the past three or four years, the time is now ripe for
the corporation to develop a coherent strategy to investigate and
exploit this technology. In this, the second of two articles looking at
knowledge‐based systems, we examine how the corporation can exploit this
technology for strategic and competitive advantage. It discusses the
organisational implications of KBS as well as the impact and pay‐off
that can be expected.
Consumer Boycotts
Authors: Smith N. Craig
Published: September 2004

Consumer boycotts are a powerful way to get businesses to change
their policies, if rather difficult to harness. The author looks in
detail at the position of Barclays Bank in South Africa, and at
Nestlé′s marketing of baby milk to the Third World. The
author concludes that management should be aware of their social
responsibilities not least because of the economic and corporate image
damage which can be inflicted by a concerted consumer campaign.
Introducing Change: Advisers we Consult and the Methods
they Use
Authors: Margerison Charles
Published: September 2004

The role of the adviser to management is a crucial one in
introducing change to a business. The six main approaches by which
advisers approach clients, individual, interpersonal, structural,
socio‐technical, conflict and information developments, are outlined and
explained.
Humboldt′s Gift: International Business and a Little Glass
of Rum
Authors: Walle Alf H.
Published: September 2004

As the interconnectedness of various nations and regions becomes
more and more significant, international business people must devote
increased attention to fostering long‐term co‐operation with their
trading partners. This is not new, although it has been emphasised to
varying degrees over the past generations. In this article various
orientations of international business from the 18th century to the
present will be examined. In general, the cult of progress has been
profoundly influential since the Victorian era although such concepts
have inhibited the ability to view other (especially developing)
countries in broad non‐ethnocentric ways. In order to supplement such
perspectives, a sampling of Third World intellectuals will be consulted,
case studies of development will be mentioned, and anthropologists will
be discussed.
Managerial Decision Making. Part 1: Conventional Techniques
Authors: Kharbanda O.P. , Stallworthy E.A.
Published: September 2004

It is generally recognised and accepted that the fundamental
role of a manager is “to get things done”.
At times the manager has to make quick decisions
about what has to be done and how. What is more,
the decisions often have to be taken before all the
relevant information is to hand. This is where so
many fail. A good leader is prepared to make decisions
on inadequate and incomplete information,
realising that no decision is perfect and that an
imperfect decision is far better than no decision at
all. The best indication of a good leader is that people
around him or her are enthusiastic and excited, preferring
to work where they are than anywhere else.
How to Improve Your International Customer Service
Authors: Dempsey William , Lancioni Richard A.
Published: September 2004

International marketing can be a balancing act between
high sales‐maintenance costs and a reduction
of business due to poor service. The way in which
international customer service fits into a company′s
overall international marketing strategy is examined.
The emphasis is on the need for customer‐orientation
(rather than production orientation). This
also affects the practical aspects of logistics and their
relationship to customer service. Management′s
main aim is to provide the expected level of
customer service at the minimum cost, and covering
all the logistics activities. To achieve this objective,
management should be guided by three interrelated
concepts – the total systems concept, the concept
of cost trade‐offs, and the minimum total cost
concept. Each of these is discussed, and their
interrelationship considered. The ways in which
international customer service can be used to create
competitive advantage and increased profitability is
examined.
Expert Systems Explained
Authors: Barker Jonathan
Published: September 2004

Expert systems are frequently mentioned in
business circles these days. They have the potential
to assist greatly in the dissemination of scarce or
complex expertise. But although they can be
immensely valuable if properly understood,
developed and used, they can also be a waste of
resources. Aimed at managers who feel the need
to know more about expert systems, but who are
not themselves computing specialists, what an
expert system is and is not is explained. The types
of application for which it is suitable, and who is
most likely to find the time, trouble and expense
of creating one that is most worthwhile is discussed.
Different types of expert system are explained, and
the means and merits of prototyping are outlined.
In order to have a successful expert system, certain
essentials are required: a subject area which can
be suitably defined; an expert who can provide the
knowledge; users who know what they want and
how they want to use it; a knowledge engineer who
can translate the expertise into facts and rules for
the system. A short but useful glossary of technical
terms which may be encountered in the world of
expert systems is included.
Business Growth Part 2: Growth Management
Authors: Page Anthony S. , Jones Ralph C.
Published: September 2004

Fast‐growth companies illustrate, over a short space
of time, the opportunities, threats, problems and
pitfalls of business growth. After carrying out a
general survey of fast‐growing companies in Britain,
the authors carried out an in‐depth study of 30 of
them. Organic growth and growth by acquisition
were examined, as well as their strategic planning
and implementation, their control of operations and
their company development. Successful fast‐growth
companies were found to be anti‐bureaucratic and
task‐focused. The keys to their success were size
flexibility and opportunism. The companies studied
were bold in their strategy but unsophisticated in
developing and implementing strategic plans. The
main weakness of the companies was a lack of
attention to managing transitions – i.e. controlling
the evolution of the company as it grew. These
weaknesses were revealed in the worsening
business climate of the late 1980s, when many of
these star performers of the early 1980s hit major
problems.
The Sinclair C5 – Why Did it Fail?
Authors: Marks Andrew P.
Published: September 2004

Sir Clive Sinclair – an electronics genius – has
developed a number of completely innovative
products and made remarkable breakthroughs in
technology. He has had great success, but also
some disasters, the most notable being the C5
electric vehicle. The reasons for this failure are
examined mainly from a marketing perspective.
Sinclair ignored the basic principles of marketing
and new product development, and thereby made
a number of fundamental errors. The market was
badly defined, there was a lack of both quantitative
and qualitative market research, the safety and
performance aspects of the vehicle failed to meet
the manufacturer′s claims, the advertising messages
were confusing, the product and price unsatisfactory
and the distribution methods chosen were
inappropriate to such a new product concept – in
general, marketing principles were totally ignored.
Suggestions as to how the C5 failure could have
been avoided are presented.
The Power of Tomorrow′s Management
Authors: van der Erve Marc
Published: September 2004

A management summary of the theory and
propositions with regard to the engineering of
vision and culture in “corporate entities” is
provided. It has been based on a book of the same
title by the author, published in 1989 by
Heinemann in the United Kingdom. In addition,
a number of considerations and suggestions have
been included in support of further research. The
proposed diagnostic management model on
organisational and possibly national dynamics
emerged in a corporate rather than an “academic”
campus. Its particular relevance therefore is both
a reflection of an inductive reasoning process on
corporate and national events, and of the
practitioner′s need to cope with the continuous
challenge of structural change.
Quality – and How to Achieve It
Authors: Heath Phillip M.
Published: September 2004

This article discusses the nature of quality
achievement in industry. The characteristics of the
Japanese approach to quality and management are
examined, and the importance of employee
participation and involvement in contributing to
quality achievement is noted. In this context the
South African business environment is
considered, and a recent study by the author
outlined. This study explored the participative
approach to a quality programme which would
serve as a catalyst for changing management style.
The main features of a company‐wide quality
programme are outlined, and the necessity for
commitment by all levels of personnel – including
top management – is emphasised. In South
Africa a conservative management style prevails,
which is not receptive to the idea of employee
participation. Changes must therefore be made
there if industry is to compete successfully in the
world markets.
The “Alignment” Theory: Creating Strategic Fit
Authors: Chorn Norman H.
Published: September 2004

It should be recognised that any strategy or management style is
appropriate only in a particular set of circumstances, therefore the
search for universally applicable strategies and management styles
should be abandoned. Strategic fit, however, enables an organisation to
operate in its particular competitive situation at peak effectiveness.
This is achieved by “alignment”, which is optimised when the
appropriate combination of four “logics” ‐production,
administration, development and integration – is replicated in
four elements, namely competitive situation, business strategy,
organisation culture and leadership style. Each of these four elements
is subdivided into four distinct types, whose characteristics are set
out in detail in table form. The ways in which they can be appropriately
aligned are explained. It is concluded that organisations both create
and respond to their competitive situations and that the two should not
be viewed as separate, interdependent entities but as just different
influences in the same global environment.
Should Companies Support Causes: A Strategic Analysis
Authors: Walle Alf H.
Published: September 2004

If marketers are to devise campaigns and marketing mixes which are
intended to influence those consumers who espouse social, political and
environmental causes, they need an understanding of the evolutionary
life‐cycle pattern of such causes. The five life‐cycle stages of causes
are set out, with descriptions of the likely extent of influence of
cause‐related marketing strategies, the level of controversy surrounding
the cause and the strategic trade‐off at each stage. It is concluded
that whilst the support of causes appears to provide marketing
opportunities, the marketer must make two crucial decisions. First, a
market niche which is likely to embrace the cause must be selected.
Second, the strategy employed must be forged to deal significantly with
the cause at that specific stage in its life cycle.
Job‐related Expectations of Salespeople: A Review of Behavioural Determinants, Part I
Authors: Lancaster Geoffrey , Simintiras Antonis
Published: September 2004

Field sales people have an unusual position in organisations in that they must be highly self‐motivated and self‐reliant, are largely unsupervised, but are often the major conduit for income into a firm. This article explores some theories of motivation in terms of sales staff, some sales and non‐sales activities of salespeople, learning, job satisfaction and performance. It is the first of a two‐part study.
Managing the Information Explosion
Authors: Sharratt John , McMurdo Alistair
Published: September 2004

The process of management, and the management of information as an
essential element of general managerial practice, is addressed from the
perspective of the manager. Information has always been a key element in
the performance of a business and the effectiveness of management, and
information technology can now transform the use of this information to
give managers substantial benefits in business planning and decision
making. It is considered that information must be integrated into an
organisation′s overall management and planning system rather than being
controlled by specialist IT professionals and that the manager has to be
responsible for: people, their motivation and training; business
systems, culture and environment; and the organisation′s data resource.
The ways in which business information processes can be analysed and
modelled are reviewed and it is explained that information models can
enable a better understanding of the organisation by showing it in a new
and sometimes enlightening way. Some of the many complex issues
associated with managing the change process and achieving successful
implementation of the technologies are considered.
Value‐driven Management
Authors: Ginsburg Lee , Miller Neil
Published: September 2004

In changing times, vision and values can be the most powerful focus
an organisation can have. The CEO is an architect of these values. They
must be shared, and tied to reward systems. Several case examples are
cited, including statements of values from DuPont, Tampella and American
Commercial Lines.
Organisations: A New Paradigm
Authors: Chorn N.H.
Published: September 2004

Charts a development in organisational philosophy and design
through three major phases – the traditional model, the human
relations model and the systems model – and points to an emerging
paradigm for the 1990s. This new model focuses on vision before
analysis, individuality before teamwork, fluidity and task focus,
decentralisation of decision making downwards towards the customer
interface, and indirect control via values and vision rather than direct
command.
Modern Marketing: The Shift from Academic Respectability to
Practitioner Significance
Authors: Walle A.H.
Published: September 2004

Business schools started as the intellectual “poor
relations” of the academic world. To make up for this, business
scholars intellectualised their work via the recognised methodology of
the scientific method. But whilst this created intellectual respect, it
often distanced business scholars from the “real world” of
business. In the area of marketing, this academic rigour is now giving
way to research which can serve the practitioner as well as (or instead
of) a business scholar′s peer group.
Managing Working Capital Crises – A System Dynamics
Approach
Authors: Kolay M.K.
Published: September 2004

The article analyses the “pros” and “cons”
of different strategies to be adopted to manage and avoid working
capital crisis situations in any organisation. The working capital
position depends on many organisational parameters which are
interrelated and interdependent, and also vary over time. In such a
situation, the use of a system dynamics approach has been advocated to
reflect the relevant dynamic cause‐and‐effect relationships for the
development of appropriate long‐term and short‐term strategies.
Management Challenges: A Worldwide Perspective
Authors: Alkhafaji Abbass F.
Published: September 2004

The study of international business has become increasingly
important in recent years. So important that the American Assembly of
the Collegiate Schools of Business (AACSB) has called for the
internationalisation of business curricula. In 1992 and beyond,
successful business people will treat the entire world as their domain.
No one country can operate in an economic vacuum. Any economic measures
taken by one country can affect the global economy. This book is
designed to challenge the reader to develop a global perspective of
international business. Globalisation is by no means a new concept, but
there are many new factors that have contributed to its recently
accelerated growth. Among them, the new technologies in communication
and transport that have resulted in major expansions of international
trade and investment. In the future, the world market will become
predominant. There are bound to be big changes in the world economy. For
instance the changes in Eastern Europe and the European Community during
the 1990s. With a strong knowledge base in international business,
future managers will be better prepared for the new world market. This
book introduces its readers to the exciting and rewarding field of
international management and international corporations. It is written
in contemporary, easy‐to‐understand language, avoiding abstract
terminology; and is organised into five sections, each of which includes
a number of chapters that cover a subject involving activities that
cross national boundaries.
Are Good Leaders Decisive?
Authors: Drummond Helga
Published: September 2004

The traditional image of a good leader is someone who is resolute
and decisive. Research, however, indicates that the so‐called
“macho manager” approach to decision making is potentially
counterproductive because it not only leads to hasty choices but
prevents withdrawal when decisions turn out badly. Some suggestions for
overcoming the problem are made including skilful use of language.
Boardroom Practice
Authors: Kenny Ivor
Published: September 2004

The key roles and tasks of boards of directors are viewed and it is
proposed that there is no universally correct way for a board to
function. Against that are the principles that a board must be clear
about where it wants the business to go, and that it must operate at the
levels of strategy and direction. Clear distinctions are drawn between
the roles of chairman and chief executive.
Dealing with an Information‐hoarding Boss
Authors: Knippen Jay T. , Green Thad B. , Sutton Kurt H.
Published: September 2004

This short, prescriptive article looks at some of the reasons why
superiors may hoard information, and presents a practical, step‐by‐step
framework aimed at changing the behaviour of an information‐hoarding
boss. Nine steps in this process are described.
Hot New Management Fad Books
Authors: Matejka Ken , Dunsing Richard
Published: September 2004

This light‐hearted piece suggests some new titles which might be
found on tomorrow′s bookstalls.
Dissent: An Important but Neglected Factor in Decision
Making
Authors: Abbasi Sami M. , Hollman Kenneth W.
Published: September 2004

Unless the question of decision making is encouraged disasters can
occur. Several examples of bad decisions which have been compounded by a
lack of dissent are outlined – from President Reagan′s
“Irangate” scandal to the Ford Pinto to Coca‐Cola′s failed
“New Coke”. Eight recommendations are made for encouraging
dissent in decision making.
How to Communicate Successes to Your Boss
Authors: Green Thad B. , Knippen Jay T.
Published: September 2004

The issue is addressed of making sure that one′s boss is made aware
of successes one has had, without undue elaboration. Seven steps in a
communications process are prescribed.
Managing Intrapreneurship
Authors: Shatzer Linda , Schwartz Linda
Published: September 2004

As mature businesses look for growth opportunities by entering new
markets and introducing new products and services, a new style of
management is required. Attempting to create new ventures within the
context of a large corporation or mature business demands an approach
that differs significantly from traditional ways of doing business.
Existing management models are not adequate for developing products and
services that are truly new, and not simply line extensions.
Intrapreneurs, who attempt to create a new venture within the context of
an existing corporation will find themselves on unfamiliar ground. As a
result, they will have many questions to consider about developing
market strategy, maximising the potential of human resources, and
changing corporate culture. These questions are examined based on
experiences in a new business development group.
Cross‐cultural Negotiations: Success through Understanding
Authors: Herbig Paul A. , Kramer Hugh E.
Published: September 2004

The art of negotiation has been explored in a number of bestsellers
over the last decade. With the advent of a truly global economy,
international and cross‐cultural relationships are forming out of
necessity. The potential for error when talking between cultures is
considerable and many negotiations have failed owing to cross‐cultural
communications breakdown. Pointers are presented of the pitfalls to
watch out for when undergoing cross‐cultural negotiations and how to
avoid them so as successfully to complete agreements with those from
other cultural backgrounds.
Technology, Work and Workplaces
Authors: Wild Ray
Published: September 2004

Some aspects are considered of the relationships between technology
and work. The use of new technologies in enterprises is discussed, and
the nature and circumstances of the work of people for these
enterprises. Such matters have been the subject of attention over many
years. Thus some simple views are set out and efforts are made to
promote discussion on this topic.
Marketing in the Gulf States
Authors: Leonidou Leonidas C.
Published: September 2004

An attempt is made to shed some light on the marketing
characteristics which prevail in the countries of the Persian Gulf
region. This attempt was stimulated by the increasing consumer demand in
the area (especially after the end of the Gulf War) as well as the
lucrative, but at the same time complex, character of these countries.
The analysis focuses on the external marketing environment of the
region, the prevailing consumer behaviour patterns and the marketing
tools which are available to the international marketer. A good
understanding of all these parameters and the adoption of scientific
marketing methods are of paramount importance for the success of any
firms wishing to operate in the Gulf area.
Fitness for Use? Barriers to Full TQM in the UK
Authors: Wilkinson Adrian , Witcher Barry
Published: September 2004

A brief introduction to Total Quality Management (TQM) is
presented. It is a holistic concept and must be implemented as such.
However, there are four barriers to full implementation. These are
short‐termism, organisational segmentalism, reluctant managers, and poor
industrial relations. These barriers affect some parts of the TQM model
more than others: this is likely to result in partial rather than
holistic TQM.
Understanding and Overcoming Fallacies of Thinking
Authors: Rudolph Philip A. , Kleiner Brian H.
Published: September 2004

The identification of fallacies in both the professional and
personal environment is discussed. Several commonly encountered
fallacies are briefly described and examples included. After the
fallacies have been identified, three specific tools available for
dealing with fallacies when they arise are examined. These tools are
described in limited detail and provide a solid framework for further
personal development.
Back to Accountability
Authors: King Geoffrey R.
Published: September 2004

Accountability is defined as a management philosophy whereby
individuals are ultimately accountable for how well or badly they
perform. If predetermined activities are performed well, some reward
will follow; if not, a penalty or punishment will be justifiably
forthcoming. US corporations have witnessed serious consequences of no
accountability – abuse of unchecked power; management rewarding
itself for bad performances; the “functional autonomy of
money” whereby CEOs engage in short‐run activities detrimental to
long‐range growth in order to gain a good income at year‐end. In effect,
leadership has been “buried” by rewarding structured
achievers. Comparisons are drawn with Japan, where egalitarianism
contrasts with US elitism; the orientation towards the group as the
centre of society versus the US cult of individualism. What can be done
to make American CEOs more accountable for their actions? A call for
stricter regulation by government agencies or “public
directors” appointed by the government on the Board of Directors
has not been heeded. There is a need for increased use of employee stock
ownership plans, giving employees a stake in the company and providing a
voice to help control its destiny. With a growth in employee ownership,
CEOs could then be elected instead of being appointed.
Identifying and Developing Referral Channels
Authors: Herriott Scott R.
Published: September 2004

A referral channel is a special type of information channel, one
that is missing in standard discussions of the promotional mix. In a
referral channel, one firm is in a position to give information about
another firm′s products to potential customers of the latter.
Qualitatively different types of referral channel exist and must be
managed by different forms of co‐operative strategy. Points out the
significance of referral channels to a firm′s environmental analysis and
business‐unit strategic planning.
Implementing Performance Review and Career Planning: Part
One
Authors: Knibbs John , Swailes Stephen
Published: September 2004

Describes an initiative to refocus the appraisal, review and career
planning within the Shoe and Allied Trades Research Association (SATRA).
First of a two‐part article; the second part describes the
implementation of the scheme and the monitoring of its effectiveness.
Implementing Performance Review and Career Planning: Part
Two
Authors: Knibbs John , Swailes Stephen
Published: September 2004

The second part of a two‐part article. Outlines the monitoring by
questionnaire of staff attitudes to implementation of a radically new
performance review scheme (described in Part One). Provides
prescriptions for organizations considering such a change.
International Business and Raging Tigers: Operationalizing
the Global Paradigm
Authors: Walle A.H.
Published: September 2004

Refines and operationalizes the globalization of markets theory.
Although cultural evolution tends to be homogenizing many of the world′s
tastes and wants, such trends are far from universal. Realizing that the
globalization of markets theory, as it now stands, is over‐simplified,
enhances this by embracing the theories of anthropologists, who
emphasize the impact of technology upon cultural evolution and change.
The Decentralization of Pay Bargaining: European
Comparisons
Authors: Hegewisch Ariane
Published: September 2004

Decentralization of pay bargaining in the UK is well known. Other
countries in Europe have not gone so far but a clear trend towards
decentralization is perceptible, although national or industry‐wide
bargaining is still widely used. There is an accompanying increase in
the devolvement of responsibility for pay issues from personnel
specialists to line management. These trends have been accompanied by a
steady rise in variable pay across Europe. Proportionate growth varies
between the public and private sectors.
Experiential Learning at Work: Why Can′t It Be Painless?
Authors: Snell Robin
Published: September 2004

Argues that the ways in which managers learn experientially are
unnecessarily painful and will remain so without significant change in
the shape and patterning of organizations and the wider socioeconomic
infrastructure. First identifies distinct sets of experiential learning
patterns from interviews with managers and administrators in three
organizations. Then discusses the barriers preventing the widespread
adoption of these patterns in day‐to‐day managerial practice.
Individual and Organizational Learning: The Pursuit of
Change
Authors: Mumford Alan
Published: September 2004

Examines the importance of the individual and the organization in
the learning process of managers. Discusses recognizing and using
learning opportunities, providing help, and using real‐time management
experience for learning. Focuses on action learning and empowerment.
Expectations Regarding the Controllability of Outcomes in
Organizations: Implications for Management and Organization Development
Authors: Hayes John
Published: September 2004

Presents the theory of learned helplessness as a framework for
diagnosing problems and planning remedial action in organizations.
Discusses the elements of a successful change strategy and focuses
attention on interventions designed to disconfirm expectations of
non‐contingency between response and outcome.
Sales Promotions as a Competitive Strategy
Authors: Davies Mark
Published: September 2004

Sales promotions are often conceived as having tactical, rather
than strategic, potential. This is accounted for by the sheer diversity
of promotions, together with the hectic nature of marketing management.
Proposes that promotions can provide strategic direction in guiding,
targeting and positioning decisions, and can help to develop and
maintain competitive advantage. This can be sustained by building a
steady stream of promotions, which support each other, within a
strategic plan. Competitive advantage can be achieved through cost
leadership or differentiation. But cost leadership is more difficult to
sustain. It is felt the best way to sustain advantage is to support
differentiation through non‐price‐based promotions. These often provide
signals of value, which need careful management.
The Strategic Management of Change
Authors: Tulloch Alexander
Published: September 2004

Change should not occur in a vacuum, but should be part of the
strategic management process of an organization. In other words, change
should be directed towards the achievement of an organization′s
objectives. Examines some of the variables involved in implementing
strategic change.
Protecting Overseas Projects
Authors: Mahoney Patrick F.
Published: September 2004

Suggests that risk managers may have an important role to play in
protecting the resources of a company′s overseas subsidiary, which may
be subject to higher levels of non‐business risk than home‐based
operations. Advises such managers to formulate proactively a
comprehensive, integrated system of protection using the best insurance
cover and including contingency planning and crisis intervention and
management.
Problem Solving in Manufacturing
Authors: Ho Samuel K.M.
Published: September 2004

A problem is usually a result of “changes”. However,
not all changes are the cause of problems. The search for the cause of a
problem narrows down to the search for that change which should produce
the precise effect observed through some area of distinction. This
change may consist of several elements and conditions taken together as
a complex change, which can produce the exact effect observed. This
change will be found through analysing the facts used in specifying the
problem. The process of analysis requires co‐operative brain‐storming
among different parties concerned. Analysis of these facts is thus the
crux of problem solving. Outlines an effective method of solving
problems in manufacturing and demonstrates its success with practical
case studies from Hong Kong, Japan, Malaysia, Singapore, and the UK.
Businesses and Bombs: Preplanning and Response
Authors: Mahoney Patrick F.
Published: September 2004

Draws on lessons learned from the use of heightened security
measures in place during the 1991 Gulf War, to incorporate those which
continue to make sense into a more permanent security plan designed to
enable the public and private sectors to prepare for the potential
threat of explosives‐related violence. Highlights the advantages of
adequate preparation and outlines a number of deterrent measures.
Describes how to formulate a bomb incident plan, establish a command
centre, search for suspected explosive devices and how the appropriate
emergency services can be called on for advice in advance of, and
summoned to help in the event of, a bomb incident.
The Impact of Environmental/ Situational Forces on
Industrial Channel Management
Authors: Gaski John F.
Published: September 2004

Building on the recently developed Achrol‐Reve‐Stern framework for
the analysis of the marketing channel environment, this article examines
the relationships between a number of environmental circumstances and
selected intrachannel phenomena including power, conflict, dealer
satisfaction, and performance in an industrial channel setting. The
principal finding is that of minimal impact of the environmental
conditions studied.
Perceptions of Wholesaler Functional Role Prescriptions in
Marketing Channels
Authors: Rosenbloom Bert , Warshaw Paul R.
Published: September 2004

The role concept has been largely ignored in recent marketing
channels literature. The authors address this issue from the wholesaling
perspective, conceptualising the wholesaler′s role in terms of six
marketing functions that they perform for manufacturers. Findings from a
large sample mail survey of wholesaler and manufacturer members of the
National Association of Wholesaler‐Distributors empirically support the
authors′ expectations that wholesalers are perceived as important
performers of each function by both wholesalers and manufacturers; that
both wholesalers and manufacturers think the reliance on wholesalers to
perform these functions has been increasing and will increase even
further in the future; and that wholesalers perceive themselves to be
more important performers of each marketing function than do
manufacturers. The implications of these findings for channel roles,
power, and conflict issues are then discussed.
The Impact of Logistics on the Demand for Mature Industrial
Products
Authors: Darden William R. , Davis Grant M. , Ozment John
Published: September 2004

Managers usually dread the prospect of dealing with products in the
mature stage of their life cycle. At this stage, products become generic
in nature leading to little gain from promotion and the extensive use of
discounts and other price‐sensitive competitive ploys because of
intensive competition. Ultimately, profits fall drastically. Frequently
overlooked as an element in the overall marketing strategy is what we
call the Logistics Mix. This article presents a model that includes
dimensions of logistics service that are hypothesised to impact on the
demand for industrial products, and it suggests that there are
advantages in competing on these dimensions.
Performing Export Tasks in Industrial Channels of
Distribution
Authors: Bello Daniel C. , Verhage Bronislaw J.
Published: September 2004

This article examines industrial channel management in an
international context by analysing whether the industrial firm performs
export functions itself or whether it transfers these functions to an
export middleman. Export theory suggests that certain firm and market
characteristics determine whether these tasks will be self‐performed or
spun off to a channel intermediary. Hypotheses based on theory are
tested on a sample of 225 Dutch exporters. Export sales volume was found
to be associated with the performance of tasks required to stimulate,
but not supply, foreign demand. However, industrial exporters tend to
self‐perform tasks when middlemen are located in distant foreign
markets. The findings suggest that an industrial firm′s desire to
control export task performance offsets economic incentives to transfer
certain channel functions to export intermediaries.
Recruitment, Motivation, Training and Evaluation of
Overseas Distributors
Authors: Shipley David , Cook David , Barnett Eileen
Published: September 2004

Shrewd channel leadership is required to maximise the benefits and
to minimise the many potential problems of exporting through independent
overseas distributors. Exporters need to apply effective programmes for
distributor recruitment, motivation, support, training, planning,
evaluation and control. Recent empirical findings about these issues
are, however, scarce. This article provides fresh insights gained in an
exploratory study of various dimensions of overseas
distributor‐management by British exporters. In terms of recommended
practice the findings are equivocal. Distributor recruitment, motivation
and evaluation is in general seen as being reasonably well done although
there are many areas where scope for improvement is apparent.
Distributor training is generally scant and ill‐directed. Areas where
improvement may be possible are suggested explicitly and implicitly in
the text. Throughout the article, exporters are urged to adopt a
“partnership” route to overseas channel management and there
is considerable indication in the findings that many of the firms take
the kinds of actions embodied in such an approach.
The Role of Trust and Co‐operation in Marketing Channels: A
Preliminary Study
Authors: Young Louise C. , Wilkinson Ian F.
Published: September 2004

There exists at present a gap in channel theory on the role of
co‐operation and trust in the functioning of interfirm relationships.
These variables have not featured as major factors in the explanations
of how channels co‐ordinate their activities, survive and grow. This
article introduces trust as an important determinant of channel
behaviour, indicates the importance of trust in co‐operative behaviour
and presents the results of an introductory study on trust in marketing
channels.
Marketing and Purchasing Strategies in the Distribution
Channels of Mid‐range Computers
Authors: Cunningham Malcolm T. , Roger Pyatt T.
Published: September 2004

This pragmatic research in the marketing of industry‐specialised
commercial systems operating upon mid‐range computers was carried out in
the United Kingdom during 1987 with the purpose of studying how
international computer hardware manufacturers use and manage third‐party
channels comprised of independent software applications suppliers. Based
upon direct response questionnaires and personal interviews with senior
management it looks at the strategic marketing priorities of three major
manufacturers and six of their independent value‐added resellers, and
includes the buyers perspective by comparing these marketing priorities
with the purchasing strategies of ten departmental end‐users
representing a range of business types. In addition to the study of
manufacturer‐intermediary co‐operation, channel power and conflict, and
its resolution, the work compares channel members′ attitudes towards the
management of marketing variables in a classic manner with their
attitudes towards business relationships; and throws some insight as to
where their priorities may lie. The intermediary′s role is appraised and
some recommendations for the consideration of manufacturers indirect
channel managers are discussed.
Industrial Distributors and Small Manufacturers
Authors: Hill Susan M. , Blois Keith J.
Published: September 2004

An investigation of the potentially mutually beneficial roles of
industrial distributors and new small high‐technology firms; the
impediments to the development of these relationships and proposals for
their improvement.
Managing Industrial Middlemen in the Small Technology‐based
Firm
Authors: Coviello Nicole , Dart Jack , Boag David A.
Published: September 2004

On‐site interviews were conducted with distribution managers in 20
technology‐based manufacturing firms located in Canada. The managers
were asked to indicate the thoroughness with which they identified,
selected, and recruited middlemen. Perceptions of the importance and
success accorded each activity were also obtained. The results indicate
that although many criteria are used or consulted, the thoroughness with
which the activities are undertaken is significantly less than maximum.
Additional analysis suggests that success in conducting these activities
may be related to the perceived importance of each activity, and the
thoroughness of the processes employed.
Implementation of Just‐in‐time Systems in US Manufacturing
Firms
Authors: Im Jin H. , Lee Sang M.
Published: September 2004

Impressed by the remarkable improvement in productivity by Japanese
manufacturing companies, many leading American counterparts are
implementing their Just‐in‐time (JIT) systems. There are still several
key issues to be answered for successful implementation. The results of
a field survey on the implementation of JIT systems in US firms are
described and some major findings are discussed.
A Case Study of the Typical Issues Involved in Quality
Improvement
Authors: Instone F.J. , Dale B.G.
Published: September 2004

Work carried out to develop a quality improvement programme in a
customised manufacturing situation is reported on. There were many
influences on the host company that made quality improvement desirable.
These included initiatives such as the United Kingdom′s National Quality
Campaign, the “quality knock‐on effect” of companies which
have made quality their number one priority, various examples of quality
problems within the organisation, influences of other companies within
the group of which the host company is part, and quality initiatives
taken by individual managers. The main steps in developing the process
are described along with the problems encountered.
Understanding Production Systems through Human Simulation:
Experiencing JIC (Just‐in‐case) JIT (Just‐in‐time) and OPT
(Optimised‐Production‐Technology) Production Systems
Authors: L'abbe Wu Nesa
Published: September 2004

Teaching students basic differences among various production
systems, such as the American JIC (Just‐in‐case) system, the Japanese
JIT (Just‐in‐time) system and the latest OPT
(Optimised‐Production‐Technology) system, is not a simple task. Students
can be taught basic principles, but whether they truly understand and
appreciate what makes one technique superior to another is questionable.
After considerable experience in teaching JIC, JIT and OPT, and because
of the above concerns, this author has designed a human simulation,
called the Production Walk Games. Through these production walks,
students not only learn, but also experience, three production methods.
The production techniques are briefly discussed and how they are
simulated for the students through their production walk games is
explained. Two sets of results of these walks are presented and briefly
analysed.
Improving Forecasting Accuracy through Trading Day
Adjustment
Authors: Stonebraker Peter W. , Pantumsinchai Pricha
Published: September 2004

The effects of trading day adjustment techniques to improve
forecasting accuracy are investigated. The results of forecasting from
directly generated monthly data are compared with those of transformed
(trading day adjusted) data. Conclusions are offered towards the
development of a trading day adjustment model.
The Life Profile of Stock as a Control Measure
Authors: Lockyer K.G. , Wynne R.M.
Published: September 2004

The control of “Raw Materials and Consumables” is
frequently the responsibility of the Production/ Operations Manager.
Figures are given for the magnitude of these, both nationally and in a
hypothetical company. The weakness of the conventional “Stock
Turn” or “Stock Turnover” ratio as a control measure
is discussed. An alternative, more pointed measure which could very
readily be incorporated into a computer based stock control system,
“The Life” of stock, where: Life = Stock in store/Usage over
the last year is suggested, and its extension, “The Life
Profile” is discussed. Examples are given of the “Life
Profile” for some 27 separate stores in 15 companies. The use of
this profile is discussed along with a systematic discussion of the way
in which excess stock may be reduced.
Inventory Control and Inflation: A Review
Authors: Wirth Andrew
Published: September 2004

A recent British study has shown that stock control based on
reorder level/cycle is the most commonly used operational research
technique in manufacturing industry. However, a review of literature on
the effect of inflation on reorder levels reveals that inconsistent
results have been quoted by some authors. The literature is summarised
and an analysis which corrects some previous work and extends other
results is provided.
AMT Investment in the Larger UK Firm
Authors: Pike Richard , Sharp John , Price David
Published: September 2004

A survey of investment in new production technology and specific
AMT techniques in larger UK firms are described. Though the majority of
the responding firms were in the manufacturing sector, some were not.
Interestingly, some of these considered that they had invested
substantially in new production technology. Companies were also
questioned about which factors they considered most important in making
investment decisions. These showed an unexpected emphasis on the
importance of “intangible” factors. Responses were analysed
separately for manufacturing companies belonging to process industries
and those classified as belonging to “general
manufacturing”. As might have been expected, companies in the
latter category had invested more heavily in AMT techniques. However,
process industry companies had also invested significantly. Around
two‐thirds of companies in the general manufacturing category reported
difficulties in assessing the benefits of AMT investment. About a
quarter of process industries companies had experienced similar
difficulties. However, few companies appeared to have altered their
investment appraisal systems to treat AMT investments any differently to
ordinary ones, despite the literature that suggests that this may be
necessary.
CIM and the Integration of Users, Vendors and Educators
Authors: Rhodes David
Published: September 2004

The case is argued for a coherent, conceptual framework for
operations management practice, system design and education. The
framework described here is concise. It is defined by eight tenets which
are individually reinforced by practical examples. The set is central to
the philosophy of CIM and is here illustrated by a company‐wide
application involving CAPM.