bluuebunny/crossref_metadata_2025 huggingface dataset:
Securely handling staff terminations
Authors: Cresson Wood Charles
Published: April 2007

Discusses risks to organizational computer security following staff termination and provides anecdotal evidence of what can go wrong. Suggests a policy for dealing with computer security in the event of staff leaving an organization.
1997 computer crime and security survey
Authors: Thompson David
Published: April 2007

Describes how the Office of Strategic Crime Assessments (OSCA) and the Victoria Police Computer Crime Investigation Squad conducted the 1997 Computer Crime and Security Survey in order to establish some reliable base‐line information regarding the extent of computer‐related crime in Australia today. A representative sample of over 300 Australian companies was surveyed. Of the respondents, 37 per cent had experienced some form of intrusion or other unauthorised use of computer systems in the last 12 months. Nearly 90 per cent of those that had experienced computer‐related incidents had been subjected to attacks from sources internal to their own organisation. Over 60 per cent were subjected to intrusions from external sources (meaning that a significant number of companies had been subjected to attacks from both employees and outsiders). States that the results of this study empirically support many elements of the anecdotal evidence and highlights a number of issues for Australian law enforcement.
What went wrong? Unsuccessful information technology projects
Authors: Whittaker Brenda
Published: April 2007

Information technology (IT) project management is a crucial issue for organizations today. A 1995 study in the USA found that 31 per cent of software projects will be canceled before completion, and more than half the projects will cost an average of 189 per cent of the original estimates. This article examines the results of a survey questionnaire that was sent to Canada’s 1,450 leading public and private institutions to find the causes of IT project failure. It found that the three most common reasons for project failure are poor project planning, a weak business case, and a lack of top management involvement and support. It then outlines the reasons behind these failures, thus providing the first steps towards minimizing the risk of future failures.
Work based learning in Scottish Higher Education: policy and practice
Authors: Mills Vince , Whittaker Susan
Published: April 2007

Aims to identify the reasons for the development of work based learning (WBL) in Higher Education, its relationship to government policy, and its impact on and perception by university managers, lecturers and academic‐related staff. Discussion of government policy and the factors influencing WBL development in Higher Education (HE) is contextualised by a case study of Glasgow Caledonian University (GCU). In seeking to ascertain if governmental policy is reflected in policy and practice at GCU, strategic managers’ perceptions of the influences on them in developing WBL and the role of supra‐institutional agencies in supporting WBL development were identified. The quality of institutional and supra‐institutional support in this area of curriculum development, as perceived by academic staff, was also explored. The paper concludes that congruence between government policy impetus, supra‐agency approaches, HEI strategies and institutional practice is questionable, and that there is a need for further research into the relationships between these.
Developing a learning organization through management education by
action learning
Authors: Zuber‐Skerritt Ortrun
Published: April 2007

Explores ideas and issues related to management education and
development for the new learning organization and presents an example of
a course design for experienced managers who wish to make a considerable
contribution to their organization and receive a university degree in
recognition of their work. This MBA (Executive) course by action
learning is a work‐integrated, learner‐centred, problem‐focused,
interdisciplinary degree, designed on adult learning principles. It aims
at organizational learning and development as well as personal and
professional development of senior managers, who can upgrade their
knowledge and skills and exchange their work experience and ideas with
fellow executives in small groups. Invites readers to provide feedback
and ideas.
A palace for knowledge: the new building of the Shanghai Library
Authors: Renfang Wang , Jianzhong Wu
Published: April 2007

Describes the structure and design of the Shanghai Library, which opened in December 1996. One of the ten largest libraries in the world, the building looks elegant and magnificent, but simple and rational. Details the rationale for the building’s layout and organisation. Describes the information systems that have been installed, to ensure that users receive excellent service.
Web‐based misinformation in the context of higher education
Authors: Calvert Philip J.
Published: April 2007

Misinformation on the Web has the potential to distort the learning of higher education students. Research with faculty, research students and taught students showed that higher education students are naïve about the problem of misinformation. They believe they can identify it and do not make extra effort to check the sources of their information. Greater information literacy is advocated as one means of countering misinformation. Other suggested controls, such as certification of sources, and greater plurality of the ownership of information sources, receive less support. We do not know how much misinformation is on the Web, so determining the cost‐benefit of proposed solutions is still not possible.
Advertising vs sales promotion: a brand management perspective
Authors: Low George S. , Mohr Jakki J.
Published: April 2007

Brand managers in packaged goods firms are under pressure to increase or maintain high sales promotion spending at the expense of media advertising. This study investigates the antecedents and outcomes of brand managers’ advertising and sales promotion budget allocations by adopting a bounded rationality perspective. Based on survey data collected from 165 brand managers in the USA, higher advertising (vs sales promotion) allocations are associated with: single, relatively high priced brands in the early phases of the product life cycle; and more experienced brand managers who are subject to less retail influence. Also, brands with higher budget allocations to advertising, relative to sales promotion, tend to have more favorable consumer attitudes, stronger brand equity, and higher market share increases and profits. Managerial implications and areas for future study are discussed.
Consumer brand classifications: an assessment of culture‐of‐origin versus country‐of‐origin
Authors: Lim Kenny , O’Cass Aron
Published: April 2007

Examines consumers’ perception of brands as influenced by their origins and the differences in classification ability between consumers’ knowledge levels. Specifically, culture‐of‐brand‐origin (COBO) is proposed to have replaced country‐of‐origin (COO) as the most important origin influence regarded by consumers in their perceptions of brands. Culture‐of‐brand‐origin is used to mean the cultural origin or heritage of a brand. Data were gathered from 459 respondents in the Asian city of Singapore; and used to assess Singaporean consumers’ ability to classify the cultural origins of fashion clothing brands. This was compared to their ability to classify the country origins of the same brands. Six brands were used in a between‐subjects design, with three brands of western countries and three of eastern countries. Results indicate that consumers can more readily identify the cultural origin of brands over their country‐of‐origin. Reveals that a consumer’s ability to make this distinction is influenced by the consumer’s perception of how well he/she knows the brand.
Technology: a tool for the learning environment
Authors: Poynter Webb Jane
Published: April 2007

Shows a course model for distance education and the profile of targeted learners for a course in classical mythology. In addition, it demonstrates how electronic delivery was developed to fit two paradigms: a successful course and the learners most likely to have success. Also analyzes the types of interaction necessary for a successful learning environment within the electronic delivery system. The goal of the article is to show the validity of the technological tool chosen for this distance learning situation and to suggest that a quality learning experience is possible within this environment.
OPACS, libraries, universities: WWW directories
Authors: Henry Marcia
Published: April 2007

In the last issue of CWIS, Hytelnet and LibGopher, two directories
for finding OPACS (Online Public Access Catalogs) on the Internet were
described. Library OPACS can also be reached in an indirect fashion when
browsing broader based directories. This article shows directories that
can lead the user to libraries on the Internet. Once a library is
reached, it usually offers at least directions on how to reach their
OPAC. More and more OPACS are becoming accessible via the library′s home
page. In the case of academic libraries most can be reached starting
from their campus home page. So broader based directories, those listing
colleges and universities and those identifying the libraries on the
web, are possible starting points which could ultimately lead to an OPAC
– although not in the efficient manner which Hytelnet and
LibGopher provide. However, finding an OPAC using a circuitous route
often provides pictures of its library, institution and even the
community.
Technology and virtual teams: using globally distributed groups in MBA learning
Authors: Rockett Lori , Valor Josep , Miller Paddy , Naude Peter
Published: April 2007

This paper describes the experience of a globally distributed organization, as simulated across three MBA programs. The students, located in each of three countries, worked collaboratively in teams to create a common project, using technology as a means of communication. Observations were made of local team interaction, as well as the intergroup exchange that came about from merging the local teams into a larger global team. The project revealed some weaknesses in technology as a communication tool, as compared to face‐to‐face interaction. Nevertheless, the findings support traditional group theories ‐ theories developed through observation of face‐to‐face groups. The existence of mutual accountability and evaluation, superordinate goals, and the tone of the initial group meeting were found to be key for successful task completion and group satisfaction. Building a team in a virtual setting was found to be more difficult than in a face‐to‐face environment, but not impossible. Team‐building factors that might be implied in a local arrangement, had to be made explicit in the virtual setting, as opportunities did not exist for clarifying intentions outside of the meeting place. Additional experience in using the technology as a means of communication should reinforce this need for clarity, as managers become accustomed to fewer opportunities for communicating implications.
Dear WWW: interacting with the public through the World Wide Web
Authors: Weiss Kenneth , Faith Steve
Published: April 2007

For many educational institutions the World Wide Web has become a major avenue of communication with its constituencies. Students, potential students, faculty, staff, people at other institutions and the general public are all directing their questions to the e‐mail address www@institution.edu The personnel that receive this mail are often ill‐prepared for the quantity and variety of questions that arrive. This paper examines the evolution of this problem over the first four years of UC Davis’ use of the Web, and presents some of the strategies that have proven useful for managing this onslaught.
Internet resource cataloging: the SUNY Buffalo Libraries’ response
Authors: Ward Diane
Published: April 2007

Conveys the author’s belief that the cataloging profession is uniquely suited to organize the wealth of information available on the World Wide Web. Focuses on the organization at which the author has worked for seven years (Central Technical Services, University Libraries, State University of New York at Buffalo), where she has capitalized on various OCLC‐inspired opportunities to explore Internet cataloging (i.e. InterCAT and CORC). A list of various procedures that this organization initiated to respond to and embrace Web resources is provided. Tries to impress upon the reader the importance of catalogers’ and bibliographers’ organizational skills when coupled with the progressive attitudes of library directors and staff. Key to ensuring the future success of bricks and mortar libraries and their employees is a committed response to patrons’ needs and the support of World Wide Web resources in the library catalog. Libraries must respond to the twenty‐first century paradigm shift in research methods.
INTI Expansion Effort Includes E‐Campuses
Authors: Lorenzo George
Published: April 2007

News piece about how the INTI international Group of Colleges in Malaysia has expanded into China, Thailand, Indonesia and Vietnam.
Media X: the new liberal arts?
Authors: Devlin Keith
Published: April 2007

Stanford University, situated in California’s Silicon Valley, is in a prime location to both study the emerging new media as well as to incorporate it into the academic programs. This opportunity arises at the same moment that Stanford is encouraging intellectual explorations across all disciplines on the campus. The Media‐X project promotes collaborative efforts, not only on campus but between the Institution and the larger Silicon Valley community, exploring new opportunities in research, teaching and professional scholarship, as well as the implications for the Core Curriculum in the “new” liberal arts of the 21st century and beyond – Ed.
Making friends with disruptive technology: ‐ an interview with Clayton M. Christensen
Authors: Christensen Clay
Published: April 2007

In this interview, the author of The Innovator’s Dilemma reviews his theory of how businesses are affected by disruptive technology. Most business leaders are aware of sustaining technologies, which can be simple incremental improvements or radical, up‐market technology innovations that leap‐frog ahead of the competition. However, they tend to ignore disruptive technologies, which initially provide neither a better product nor acceptable margins. By ignoring disruptive technology, companies forfeit the opportunity to ensure long‐term growth and prosperity. Business leaders must help their organizations develop new business models that utilize the disruptive technologies if they are to survive and evolve over time.
Now or never: the automotive collaboration imperative
Authors: Blake Daniel , Cucuzza Tom , Rishi Sanjay
Published: April 2007

Today’s automotive leadership faces harsh competitive truths. Six forces will have transformed the automotive world by 2008: (1) an imperative to create value for consumers and shareholders, faster; (2) further consolidation and scale (yet scale alone is not guarantee of success); (3) a greater need for production and process agility, to embrace technological breakthroughs in vehicle engineering; (4) the advent of new disruptive technology in vehicles, and in supply chains; (5) accelerated innovation of products and services; innovation is the differentiator; and (6) Increasing customer expectation of both choice and value. Success in the future will depend on adopting a model that is based on collaborative relationships with suppliers and others. Companies that can assemble the best supply communities and accelerate consumer‐centric innovation faster than their competitor’s network will be the winners. Collaborative product commerce (CPC) provides the framework under which multiple‐company collaborative communities can flourish and deliver long term sustainable value. The transition to a collaborative model requires strategic leadership. The formation of new communities will not happen as a natural evolution from the lower forms of collaboration that currently exist. The benefits of CPC include: shorter cycle times, cost reductions, development of consumer‐centric offerings. Six key steps to CPC are: (1) make collaboration the centerpiece of strategy: obtain a community of partners that excel in customer responsiveness, speed to market, and innovation; (2) anticipate the upcoming disruptive forces and create a collaborative response with key community partners rather than in isolation; (3) work with community partners to identify essential areas where collaboration can create a superior business model; (5) begin working with partners first on enhancing product development; (5) focus on core competencies and eliminate redundant processes; and (6) share value within the community. The mastery of collaboration will prove a defining and indispensable strategy for the automotive leaders that will emerge early in the second automotive century.
A framework for studying relationship marketing dyads
Authors: Lindgreen Adam
Published: April 2007

Although coined more than 15 years ago, relationship marketing remains an ambiguous concept with plenty of rhetoric but few publications on empirical evidence in support of a relationship marketing paradigm shift. A research project is currently studying marketing dyads in the international food supply chain in an attempt to better understand what constitutes relationship marketing. Four issues are dealt with in this article. First, the concept of relationship marketing, the problem area and the research questions are shortly introduced to the reader. Second, the contextual setting for the research project is described in some detail. Third, the research methodology is discussed in great depth with special emphasis on how to develop theory from qualitative case research data. Fourth, a typical example of the research process and its findings are outlined briefly.
Creating winning information technology project teams in the public sector
Authors: Peled Alon
Published: April 2007

Can we import the high‐performance team theory developed in the private sector into the public sector in order to improve the success rates of information technology (IT) projects? This article proposes that public organizations can create effective workgroups (weaker than the private sector’s high‐performance teams but stronger than the weak committees that typically manage public IT projects) in order to improve the chances of concluding IT projects successfully. Two remarkably similar Internet projects in Israel’s Ministry of Trade and Commerce and the Jerusalem Municipality are described, compared, and analyzed. The first adopted the workgroup project model and was concluded successfully. The second adopted the committee project model and ran into problems and delays. Lessons are gleaned from these case studies on how to staff, structure, and supervise public IT workgroups.
Practical teamwork for customer service
Authors: Macaulay Steve , Cook Sarah
Published: April 2007

Draws on the experience of the authors of developing teamwork to
strengthen the quality of customer service. Argues that managers who
care about their customers cannot leave teamwork to chance. Managers
need to recognize the signs of team effectiveness and early indications
of problems and what they should do about them to assure consistently
high standards. Working together produces good customer service. Strong
teams, for example, assure consistency of communication with the
customer, deadlines are more likely to be met and everyone takes
responsibility for their actions. In the customer′s eyes a weak team
shows itself through poor customer service such as the left hand not
knowing what the right hand is doing, commitments being missed or
revised and a lack of ownership for actions and issues.
IS team projects: IS professionals rate six criteria for assessing effectiveness
Authors: Jiang James J. , Motwani Jaideep , Margulis Stephen T.
Published: April 2007

In order to capitalize on the various technical and behavioural skills needed for a project, system development activities frequently are performed by teams. By surveying 239 information systems (IS) professionals, reports how IS managers, project leaders, and system analysts evaluate the importance of six criteria for determining the effectiveness of an IS team project. Results show that there is a significant difference among the IS professionals. IS managers give more weight to the amount of work a team produced, adherence to schedule, and adherence to budget than do project leaders and system analysts. Results indicate that all IS professionals report that they regard the quality of work produced by the team as the most critical criterion.
The $150.00 challenge
Authors: Burdett John O.
Published: April 2007

Tamrock’s hard rock mining equipment business in Australia is undergoing significant change. At the helm, Åke Annamatz, a high energy Swede, whose passion to serve the customer is matched only by the breadth of his international experience. What is outlined is the approach taken by Åke to bring a new team together. Åke’s story describes the overall context that framed the change agenda, what a shift to competing on value means in terms of culture, the value and principles underlying successful 360° feedback, the use of play as a high performance learning intervention, and the impact of a unique workshop conducted in Brisbane.
SCADA in an integrated maintenance management system
Authors: Ip W.H. , Lee K.C. , Yung K.L. , Yam R.
Published: April 2007

In the majority of public utilities, achieving optimum utilisation of existing capital assets for meeting future predicted demand is a major function at all levels of management. In this paper, a set of maintenance strategies and a computerised Supervisory Control and Data Acquisition (SCADA) system for achieving an integrated maintenance management is described. The objective of the integrated system is to enable maintenance projects to be better controlled and resources to be properly utilised. A case study is used to illustrate the proposed maintenance strategies which include the identification of real time and historical data required to measure, visualise and quantify the progress of maintenance activities. Existing and proposed systems and procedures are analysed and discussed with major recommendations included for the design and implementation of this integrated system.
Age‐based opportunity maintenance
Authors: Sherwin David J.
Published: April 2007

Suggests new ways to construct and update preventive schedules for a complex system by making better use of system failure down time to do preventive work without further productive loss. The methodology is based on age renewal but necessarily approximate. However, it includes the recursive effects of maintenance on system MTBF, and of opportunities insufficient to prevent system deterioration. Opportunity maintenance theoretically self‐adjusts; if insufficient opportunities arise, average lateness increases, and failures increase until a balance is achieved, but minimum conditions exist for a given age renewal schedule, and the natural balance may not be economically optimal.
Civilian management of the military
Authors: White Richard D.
Published: April 2007

Examines Secretary of War Elihu Root’s 1903 reorganization of the US Army. Prior to Root, the Army suffered major organizational problems, including no central authority and an ambiguous chain‐of‐command. Post‐Civil War antimilitary sentiment had left the Army poorly funded, undermanned and barely capable of waging war on the Indians. In 1898, the ineptly fought Spanish‐American War highlighted Army deficiencies. Root’s modernization created the Chief of Staff, a senior general who reported to the Secretary of War, controlled the previously independent bureaus, prepared war plans and coordinated military activities with the Navy. Root also increased Army manpower and funding, reformed state militia into what is now the National Guard, and overhauled military training. Root laid the foundation for the complex defense management of the present day. His doctrine of civilian supremacy and concept of clear command relationships are as sound now as in 1903.
Learning by doing – An exploration of experience, critical incidents and reflection in entrepreneurial learning
Authors: Cope Jason , Watts Gerald
Published: April 2007

This research explores the learning process of entrepreneurs in relation to the parallel processes of personal and business development. Building on theories of individual learning and of the business life‐cycle, this paper discusses the impact of critical incidents from an individual perspective and, in particular, their role within entrepreneurial learning. A phenomenological case study approach was employed, with the sample consisting of six small business owners. The interviews concentrated on the developmental history of the business, focusing on critical incidents as they arose in the general conversation. The findings emphasise the complexity of the concept of “critical incident” and demonstrate that entrepreneurs often face prolonged and traumatic critical periodsor episodes, illustrating the emotionally‐laden nature of these events. Furthermore, the critical incidents described here resulted in fundamental, higher‐level learning, and highlight the need for mentoring support programmes designed to help entrepreneurs to interpret critical incidents as learning experiences, in order to increase the power of the learning outcomes. The authors conclude by stressing the need for further theory development that conceptualises the complex and dynamic interactivity between the individual and the business.
The sustainability of growth in small‐ and medium‐sized enterprises
Authors: O’Gorman Colm
Published: April 2007

This paper explores the factors that determine the sustainability of growth in small‐ and medium‐sized enterprises (SMEs). Previous research has shown that SME growth may be the consequence of the strategic choices of entrepreneurs or the structural characteristics of the external environment. This research investigates the dynamic between these two “conflicting” explanations. Two in‐depth longitudinal case studies are presented of SMEs in the wholesale sector. For SME managers, this research suggests that the first key managerial choice is “where to compete” but that this is followed by other key choices concerning “how to compete” and it is in the combination of these that sustained growth is found. Moreover, there may be circumstances when an innovative decision about “where to compete” endows the creative first mover with the opportunity to both drive growth and to be the prime beneficiary of market growth.
A methodology for researching the process of information management in small firms
Authors: Swartz Ethne , Boaden Ruth
Published: April 2007

Describes the combination of research methods used to investigate the process of Information Management (IM) in small firms. IM was defined as encompassing all management issues related to Information Systems (IS) and involving processes relating to planning, organization, control and technology.A large body of literature details the issues associated with IM in large organizations, assisting the understanding of the processes involved in this organizational context. This is not the case for small firms. Due to the different situational context of small firms, it is essential that the issues associated with IM be made explicit. Argues that a “between‐methods” triangulated approach is most suitable for researching IM in small firms, enabling cross‐validation of data yielded by different methods. The research approach was inductive, making use of a combination of quantitative and qualitative methods. A mailed questionnaire study was conducted to identify macro level phenomena which were investigated at a later stage by developing case studies of four companies which had participated in the questionnaire study. This second phase of the research provided rich data on phenomena which occur at the micro level. The use of multi‐site studies overcame the problems associated with the specificity of single case studies. The findings of the two research strategies were reconciled using Grounded Theory; conclusions were drawn and models generated for use by other researchers.
Radical change or business as usual: Flexibility in non‐union SMEs
Authors: Storey Julie
Published: April 2007

At a macro level there is evidence of greater numbers of people involved in the working practices associated with the “flexible firm”, i.e. part‐time, temporary, agency workers and self‐employment. However, if flexibility is to provide the promised source of competitive advantage then we may expect to see, not only a rise in the numbers of people involved in these “non‐standard” forms of work, but also greater evidence of strategic approaches to flexibility within UK organizations. As average firm size continues to decline it is particularly important that we know something of the extent to which SMEs are adopting flexible working practices. In addition, as the majority of SMEs are non‐union, the commonly held assumption is that such firms have the freedom to be more flexible than their unionized counterparts. In order to investigate this area the article draws on national survey data and findings from two research projects. It concludes that, although there is greater incidence of non‐standard forms of work, the adoption of such practices in the SME sector is more a reflection of pragmatism than a radical new approach to flexibility.
The financing preferences of small firm owners
Authors: Hamilton Robert T. , Fox Mark A.
Published: April 2007

Small owner‐managed firms typically operate with levels of debt, much of it short‐term, which are higher than those found in large companies. This paper investigates the financing preferences of a cross‐section of small firm owners. The findings support the view that the financing decisions of small firm owners are based on a demand‐side packing order of finance types. The resulting financial structures reflect a desire to minimise intrusion into the firms and are not entirely the consequence of persistent deficiencies in the provision of finance to small firms.
Managerial skills development in R&D based NTBFs
Authors: Blaydon Chris , Keogh William , Evans Gary
Published: April 2007

This paper seeks to illustrate and explore strategic issues from the perspective of the research team in designing, delivering and monitoring an education programme for new technology based firms (NTBFs) which has been run successfully for the last two years by the Robert Gordon University. Findings from recent research, involving innovative NTBFs, have shown that these organisations may be struggling in a number of areas such as maintaining communication with their main customers and staff recruitment which relates to serious skill shortages. The model proposed in this paper of an effective management skills programme for NTBFs is one way forward in assisting owner/managers in developing and utilising their scarce resources effectively.
The pricing behavior of firms in the Chinese iron and steel industry
Authors: Tian Zhilong , He Yuanqiong , Zhao Changxu , Yi Guangxi
Published: April 2007

Compared with the fierce price competition in 1998, the well‐order price competition is witnessed in Chinese iron and steel industry now and the pricing behaviors of steel firms also follow the certain rules. Based on the methods of collecting the secondary data and interviewing, this paper examines the pricing behaviors of firms to explain the how Chinese steel firms make their pricing decisions and maintain the well‐order competitive relationship among them. The authors found out that (1) most Chinese steel companies adopt a kind of strategic perspective in their pricing decision making, in which understanding of the market trend and the close attention to their competitors are both important; (2) there obviously exists price leader and followers in Chinese iron and steel industry, and the relationship between price leader and followers is relatively stable and the factor behind this phenomenon is the existence of a kind of informal platform of communication among competitors, government and trade associations.
A conceptual framework of intangible product design: applying means‐end measurement
Authors: Lin Chin‐eng , Fu Chen‐Su
Published: April 2007

A new integrated method based on the means‐end chain (MEC) analysis and factor analysis is proposed for developing intangible product‐mix strategies for convenience store (CVS) chains. With variables obtained from a survey on CVS service items, both analyses were used to derive the hierarchical value factor map (HVFM). The new map can handle and develop strategies for product differentiation, advertising and market segmentation. The purpose of this article is two‐fold: to propose improvements for the traditional MEC method of constructing the service hierarchical value map
(HVM) and to formulate effective intangible‐product strategies.
2D‐model for thermal analysis of hybrid power modules
Authors: Radojcoić B. , Ramović R. , Aleksić O.
Published: April 2007

A two‐dimensional model for hybrid circuits is presented in this paper. Simulation results of a hybrid power module for different power dissipation of components and ambient temperature are given. The experimental contribution is based on thermal measurements of the realized hybrid power module using a matrix of flip‐chip sensors. Thermal measurements were taken at different ambient temperatures and different hybrid module power values. The temperature distributions obtained theoretically and experimentally are compared and analyzed. Finally, the contribution of the temperature distributions and measured temperatures to the reliability of the hybrid power module is given.
A 1.2 V single supply operational amplifier design using 0.13 μm technology
Authors: Ramakrishnan Radhalakshmi , Chaudhry Maqsood A.
Published: April 2007

Purpose

This paper aims to present a design of a single power supply, low voltage (1.2) high performance operational amplifier using 0.13 μm technology whose characteristics are superior compared to the other designs available in the literature.

Design/methodology/approach

The authors set out to design an operational amplifier whose characteristics will be superior to the current available designs in the literature. Because of potential applications, a single 1.2 V supply was used. The layout was obtained using Microwind 0.13 μm technology. The design was tested using PSPICE Version 10.0. Various amplifier parameters were obtained and are compared with the other single supply, low voltage amplifiers available in the literature.

Findings

The presented amplifier has better characteristics such as open loop gain, power supply rejection ratio, common mode rejection ratio, etc.

Practical implications

Since, 0.13 μm, 1.2 V technology has become standard in digital VLSI design, there is a great need for high performance operational amplifiers that operate off of 1.2 V for mixed signal applications in such areas as mobile phones.

Originality/value

The presented amplifier has better characteristics compared to few 1.2 V supply voltage amplifiers available in the literature.
Anti‐dumping measures and China
Authors: Liu Yuhan
Published: April 2007

Defines dumping as the sale of goods onto the market of an importing country at less than their normal value on the domestic market, and explains the economic rationale behind dumping. Reviews the origin of anti‐dumping laws, and the objectives of applying anti‐dumping duty legislation to non‐market economy countries, with reference to European Union (EU) anti‐dumping measures against China; the latter is still viewed as a non‐market economy. Indicates the impact of the EU anti‐dumping campaign on Chinese industries and legal strategies for challenging the EU anti‐dumping campaign. Concludes that the campaign is unfair and should now recognise the progress of economic reform in China, which since 2001 is a member of the World Trade Organization.
How to combat business failures
Authors: Hemraj Mohammed B.
Published: April 2007

Analyses, from reported cases, the causes of failures in business and the lessons that can be learnt. Explains risk management and insurance, the differences between salaried employment and self‐employment, business size, borrowing and financing the business. Gives some case studies which focus on lending to property developers and covers issues relating to the business of the developer, loan recovery, overcommitment and damage limitation, and borrowing to repay past debts. Concludes that lenders in these cases seemed relatively unconcerned with borrowers’ abilities to run their businesses properly, why they wanted the money, or the success of the businesses; they were satisfied with sureties of property as security, while judges seemed reluctant to penalise their irresponsibility. Recommends how this should be remedied.
The war on terror ‐ future trends
Authors: Scanlan Gary
Published: April 2007

Describes the anti‐terrorist regime in the UK, and how the law has changed since the 19th century, with reference to the 1974 Prevention of Terrorism Act and its followups. Shows how financial interdiction has gradually become a central part of the struggle, culminating in the 2002 Proceeds of Crime Act. Discusses the international aspect of the struggle against Islamic terror, and in particular how it should be regarded as an information war, which is currently being lost. Uses the precedent of the struggle against Nazism to suggest that the main plank of anti‐terror policy should be the countering of the terrorist’s ignorant and unachievable demands with a campaign of objective information dissemination; financial measures are a way of buying time rather than winning the war.
The European Anti‐Fraud Office (OLAF)
Authors: Ilett Nicholas
Published: April 2007

Outlines the function of the European Anti‐Fraud Office, known as OLAF and created in 1999: to protect the finances of the European Commission by fighting fraud, corruption and other irregular activities. Describes it as a “First pillar” entity in the Community structure which has statutory independence and the power to investigate, interview office‐holders and secure documents not just within the Commission but within all other European Union (EU) institutions. Explains why OLAF is necessary to protect the budget: this is substantial at Euro 100 billion, it is at greater risk than national budgets from criminals bent on agricultural trade fraud, tax evasion, cigarette smuggling and so on, and the finances of the EU are a highly complex matter.
Economic crime ‐ the financial system as a victim
Authors: Pratt Richard
Published: April 2007

Outlines the ways in which economic crime uses the financial system to both commit the crimes and hide the proceeds, so that the ability of the financial system to create wealth is impaired by loss of trust in that system. Points out, however, that economic crime generates profits for participants in the financial system, not all completely unworthy. Gives an example of how individual institutions and a financial centre have been used for hiding ill‐gotten gains: this is Jersey, which was used by former Nigerian President General Abacha and his associates. Indicates the investigations that have been made by regulators into how financial institutions have handled the proceeds of corruption, and the ways in which the financial system can be reformed, taking the Jersey Financial Services Commission as the example.
E‐supply chains – virtually non‐existing
Authors: van Hoek Remko
Published: April 2007

There is rapidly growing interest in e‐businesses. Its impact on supply chains is currently covered in about 150 papers and articles and the number is growing at the speed of computing power. Unfortunately, most of the published work, in research and practice, is biased to e‐commerce and sales and marketing. The supply chain dimension of e‐business is largely neglected and managed poorly, while basic logistics mal‐performance is currently hampering turnover and revenues of e‐commerce applications severely. If basic operational performance is not even assured, more advanced approaches of e‐business will not take off, simply because there is inadequate support for the concepts in the physical domaine. Very often virtual integration is applied in an operational manner and in segments of the supply chain only, as opposed to an alternative approach developed here, that of strategic and integral supply chain involvement. This research note calls for an effort to make the supply chain dimension of e‐business a reality and suggests practical approaches (create an e‐supply chain which is a supply chain that can fulfill orders and assure supply in the physical sphere) to avoid the common trap of a neglected and poorly designed and managed supply chain.
The innovation supply chain
Authors: Desbarats Gus
Published: April 2007

Outlines the problems involved when marketing to consumers in mature markets. Emphasises the need to build a direct knowledge of their consumers and to differentiate the service, product and brand from those of competitors. Asserts that small, distinct service experiences will combine to create a strong overriding impression of quality and value, and this mechanism is the foundation of achieving a strong brand. However, to be achieved in practice, these service targets need to be understood and communicated clearly up and down the innovation supply chain. This involves full co‐operation between marketers, designers, manufacturers and distributors.
Corporate business strategy, career management and recruitment: do Spanish firms adhere to a contingency model?
Authors: Martín A.F. , Romero F.P. , Valle C.R. , Dolan S.L.
Published: April 2007

This study attempts to examine career management from a contingency perspective while making specific provisions to the Spanish cultural context. The underlying assumption is that the career focus is contingent on both the broader context (corporate business policy) and the human resource policy, namely in its staffing considerations. Although the literature on career management, from an organizational perspective, seems to indicate the existence of different models and contingencies with certain organizational variables, this study failed to support the dominance of the contingency approach in Spanish organizations. Two models of careers were identified and a tendency toward the majority use of one of the career models was found. Respectively, the contingent character of one career model was partially confirmed. All in all, both career models do not seem to be explained through the contextual variables considered in this empirical investigation.
The missing link: coaching as a method of improving managerial skills in smaller businesses in Asia
Authors: Wright Philip C. , Tao Frederick K.C.
Published: April 2007

Using the example of a “successful” managerial training programme as a starting point, this article illustrates how training addresses only the routine, or core aspects of the small business manager’s job. Thus, training is discussed in terms of where this activity should fit into the developmental paradigm. Then, utilizing recent advances in executive coaching techniques, a different learning model is created, one that builds on traditional training, but focuses on behavioural change.
Teamwork – the key to staff development
Authors: Beal Brian
Published: April 2007

Outlines how a legal practice, which resulted from the merger of two long‐established businesses, focused from the start on staff training and development as core objectives. As a benchmark to assess their own success, the firm sought accreditation from both Investors in People and the Law Society’s own Lexcel Quality Standard. A conclusion was that high levels of interaction between heads of department, managers and staff helped everyone to take responsibility for the quality of their work.
Abuse and self‐abuse – PR and its USP, plausible deniability
Authors: Linning Richard
Published: April 2007

Who started it we will never know. But from the birth of newspapers, advertisers realised that the third party endorsement of apparently independent editorial reporting delivered their message more cheaply – and arguably more credibly – than paid advertising. Thus in the 17th century the publicist was born to service “the fellow who cannot lye sufficiently himself [who] gets one of these to do’t for him”. Any history of public relations is a running commentary on the techniques used to deliver third party endorsement as the media has evolved: from Ivy Lee’s simple packaging of information approach, through Bernays’ “engineering consent”, to today’s use of bloggers on the web or the more sophisticated “journo lobbying”, it is a record of how practitioners deliver public relations’ unique selling proposition, the plausible deniability which is third party endorsement.
Spinners or sinners? PR, journalists and public trust
Authors: Jempson Mike
Published: April 2007

The credibility of journalists and public relations professionals took some bad knocks in 2004. This paper examines the recent history of the debate and some of the efforts being made within the communications industry to rebuild the public confidence that journalism is a vital part of the democratic process. The NUJ has issued new guidelines to its members in public relations at a time when PR professionals are calling for a rethink about the relationship between journalism and PR. The heart of the matter is the issue of trust – which is also high on the post‐Hutton media agenda. Public trust in journalism and in corporate social responsibility is low; “spin” has been disgraced, and media regulation is under reconstruction. How can media professionals forge new relationships with their publics, to promote healthy and open democracy? It is time for dialogue and commitment to work together on redefining the role of all media professionals in an open democracy.
Smelling of roses or drowning in crude oil? A point of view on managing environmental crises
Authors: Langford Martin
Published: April 2007

Scrutiny of corporate activity is greater than ever and there is no more active, or indeed, arguably, effective, campaigning force than the environmental lobby. A mismanaged environmental incident where an industry specialist's company or client is held responsible can do enormous damage to the specialist's reputation. Such crises stick in the mind and frequently have a much wider public impact than other corporate crises which are quickly off the public agenda. This paper examines the reasons behind this added impact of environmental crises, sets out the essentials for preparation and looks at how key principles apply to managing such a crisis and stresses the importance of working closely with third‐party experts in order to communicate effectively. It also demonstrates through a case history how an organisation can effectively work with an activist group.
Costing police custody operations
Authors: Greasley Andrew
Published: April 2007

Presents a simulation study of the costing of police custody operations at a UK police force. The custody operation incorporates the arrest, booking‐in, interview, detention and court appearance activities. The Activity Based Costing (ABC) approach is used as a framework to show how costs are generated by the three “drivers” of cost, activity and resource. These relate to the design efficiency of the process, the timing and mix of demand on the process and the cost of resources used to undertake the process respectively. The use of discrete‐event simulation allows the incorporation of dynamic (time‐dependent) and stochastic (variability) elements in the cost analysis. This enables both the amount and timing of the use of capacity and the generation of cost to be established. The concept of committed and flexible resources directs management decisions to the redeployment of unused capacity or alternatively the identification of additional capacity requirements.