bluuebunny/crossref_metadata_2025 huggingface dataset:
Career transitions of dual‐career couples: an empirical study
Authors: Smith Catherine R.
Published: July 2002

Presents findings from a study investigating the career transitions of a sample of dual‐career managerial couples within Australian organizations. Results confirm that job changes are complex processes, which are determined by biographical factors such as sex, age, parental status, stakeholder influence and career salience. However, they are very much influenced by work factors such as the culture of the employing organization. Recommends more flexible career paths, employment practices and managerial conventions, to facilitate the career development of the growing numbers of dual‐career couples, and to enhance labour retention and organizational productivity.
Career as a vehicle for the realization of self
Authors: Adamson Stephen J.
Published: July 2002

Acknowledges that, for at least the last 30 years, both theoretical and practical definitions of career have emphasized structure, succession and status. Career has therefore been viewed as the sequence of attempts to move onward and upward through organizational hierarchies. Considers the development of career theory over a longer period, however, identifies a much wider range of interpretations of the concept. Taking these broader conceptions as a starting point, considers the career as a “vehicle” for the (continuous) realization of self. Drawing on examples of graduates’ own talk about their careers, argues that we can define the typical career as a sequence of developmental phases, each of which is delineated by a reported shift in the individual’s sense of self. Presents data which lend support to a theory of early career development in which this developing sense of self emerges. Discusses three meta‐level phases: adjustment/reality shock; career success/self affirmation; and re‐evaluation/congruence. Concludes with a consideration of both the theoretical and practical implications of this kind of approach to our understanding of organizational careers.
How the gamekeeper can make the most of his poacher
Authors: Sheridan May Andrew
Published: July 2002

Discusses how executive search has become the preferred recruitment method for many organizations where top management skills are in very short supply. To attract and retain the best individuals, the human resource specialist must understand how a “headhunter” undertakes a search, and how their support and direction can signficantly influence the successful outcome. The search process is followed from agreeing a brief, through selecting the search consultant, to negotiating an appointment. Presents a new perspective on the search process, with a view to dispelling some of the mystique which limits the effectiveness of organizations’ own input for their key appointments.
The survivor syndrome: aftermath of downsizing
Authors: Appelbaum Steven H. , Delage Claude , Labib Nadia , Gault George
Published: July 2002

Reports that the fundamental problem with corporate restructuring as it is practised today ‐ as an ongoing strategy even in profitable times, rather than as an emergency move ‐ is that it is based on a flawed vision of what makes people and organizations work well. Excessive downsizing experiences create a new psycho‐social problem: the “survivor syndrome”. Examines survivor syndrome, identifies its causes and suggests remedies that lead to rebuilding employee commitment to the new organization.
The crescendo effect in career motivation
Authors: King Albert S.
Published: July 2002

Explains that the crescendo effect in career motivation is the driving force behind employee participation, involvement and the lasting value of commitment. Undoubtedly, much of the corporate world has given up on career motivation and commitment since, on average, businesses lose, and have to replace, half their employees in four years, half their mid‐level managers in five years and half their senior executives in seven years. For more than ten years the Human Resource Programme at Northern Illinois University in the USA has focused on studying companies that steadfastly continue to base their strategies for attraction, retention, motivation and employee involvement on career motivation and commitment. Presents a practicable and workable new strategic model based on career motivation to provide a profitable alternative to the turmoil of perpetual churn. Describes parallel organization initiatives to galvanize, simplify, build and leverage human resource career motivation and commitment.
Linking mental models and cognitive maps as an aid to organisational learning
Authors: Spicer David P.
Published: July 2002

Effective organisational learning is critical in today’s turbulent business conditions, and for this to occur, an organisation requires an effective means of storing and transferring knowledge and learning between individuals and the organisation as a whole. Reviews two large disparate streams of research, concerning the concepts of mental models and cognitive maps, each of which has been posited as a potential mechanism for the storage and transfer of knowledge within an organisation. Confusion exists between the application of the two terms in studies of organisation, and both concepts suffer from a lack of clarity in their definition. Identifies major similarities and differences, and potential synergies that exist between mental models and cognitive maps, outlines their heuristic value, and identifies how they can be used together to further our understanding of organisational learning.
Information systems careers: the role of assessment centers
Authors: Ellis Johnson Linda , Wurth Potter Paula
Published: July 2002

A major dilemma facing an organization today is the successful migration to new computing technologies. Inherent in this problem is how to develop or acquire information systems (IS) workers to implement the transition. Although prevalent in other fields, the information systems profession has not utilized assessment centers to address this issue. This article articulates the problem from the organization’s point of view and suggests strategies for developing the careers of IS employees. Assessment centers can be used to identify skills needed for the career development of IS employees. In addition, the organization obtains the knowledge resources necessary to compete for scarce IS workers. The use of assessment centers results in a win‐win situation for both employees and employers in the information systems industry.
Managing conversations: the medium for achieving “breakthrough” results
Authors: Bolton Robert
Published: July 2002

This paper examines an approach to the management of conversations in an organisational context. It explores a methodology used and refined in client organisations to create and coach high performance teams during a period of major transformation. It argues that mainstream approaches to management development do not address the core process which exists in organisations: speaking and listening between team members and colleagues. Moreover, it is the development of conversational disciplines, the management of listening and the use of distinctions about “past, present and future” which are at the heart of facilitation and coaching conversations designed to achieve breakthrough results. The paper draws a distinction between traditional management development, such as the use of competencies or outdoor team development, and the management of conversations, which in this methodology has its roots in a branch of philosophy called ontology. The aim of this methodology is to create learning and development that is part of the process of creating “breakthroughs” in team performance.
Managing and improvising: lessons from jazz
Authors: Barrett Frank J.
Published: July 2002

Offers a model of leadership development based on the metaphor of jazz improvisation. Examines the meaning of improvisation as applied to jazz and shows how managers’ lives are similar to that faced by jazz improvisers in that they often face problems which are unstructured and ambiguous. Shows how the metaphor can be applied to other areas of organizational innovation.
Pas de deux ‐ learning in conversation
Authors: Alred Geof , Garvey Bob , Smith Richard
Published: July 2002

Learning in conversation occurs in a variety of ways. This paper explores one particular way which, it is argued, is central in a knowledge economy. Non‐linear learning occurs through revisiting and re‐examining recurring issues in working life to arrive at new perspectives and new commitments to act in new ways. Such learning contrasts with learning that is linear and incremental, and where there is a pre‐specified endpoint. Non‐linear learning can be facilitated by conversation that is open, respectful, supportive and challenging. The learning that emerges is a result of collaborative effort. The metaphor of a dance is used to characterise a learning conversation of this kind. An example is presented showing its dance‐like qualities and the broad implications for encouraging learning conversations in organisations are identified.
Beyond technical competence: a passion for persistence
Authors: Scarnati James T.
Published: July 2002

Discusses persistence as a basic characteristic of successful leadership. The thematic focus is “leaders don’t give up”. Defines persistence as a process beyond technical competence. Persistent people stick to an idea or to a task and see it through to its logical conclusion. Successful individuals and organizations learn not to accept initial setbacks and continue pursuing a goal. The author cites examples of individuals and companies that persisted in moving forward even though their colleagues saw no value in their efforts. Minor failures are considered the sacrifices paid to achieve major victories. Life’s achievements are as much an act of persistence as they are an expression of innate intelligence. Provides a sound philosophy for long term success and professional fulfillment. Includes quotes from contemporary and historical leaders.
Dismissal of Australian CEOs
Authors: Santora Joseph C. , Sarros James C.
Published: July 2002

This paper focuses on the dismissal of two Australian managing directors/CEOs after a relatively short tenure in office. Despite the fact that one was an insider and the other was an outsider, they were both selected to lead two of the largest corporations in Australia. Power and political influence played a vital role in their dismissal. Both CEOs attempted to take charge of their organizations, but failed to take the power and influence of the board into account. Implications and recommendations for executives are outcomes of the paper.
Action learning: a “highbrow smash and grab” activity?
Authors: Wilson Valerie
Published: July 2002

Between 1993‐5, a small team of university researchers organised an action learning programme for management teams in a laboratory medical service within the National Health Service. The purpose of the programme was to introduce medical consultants to a different form of learning, namely participatory action learning facilitated by the researchers. A cyclic programme, of problem identification, planning, action and review, was agreed. In this article the author utilises the completed project to clarify the interrelated concepts of action learning and action research which are increasingly being utilised for management education in the National Health Service.
Careers in Ethiopia: an exploration of careerists’ perceptions and strategies
Authors: Counsell Doug
Published: July 2002

Examines the small but growing literature placing career related behaviours and practices within their national context and outlines a Western framework of career strategies. Identifies some of the key economic, social and political developments in Ethiopia’s recent history and presents and discusses data from a survey of Ethiopian careerists which explores factors influencing career decisions, levels of (and reasons for) career optimism/pessimism, and career strategies employed. Data from a previous study are presented to enable a comparison of the strategies of Ethiopian and UK careerists. Ethiopian careerists are found to make use of all those career strategies used by UK careerists and, in addition, employ “national politics” and “family and tribal/ethnic affiliations” in their efforts to gain career advancement.
Career success: the effects of personality
Authors: Lau Victor P. , Shaffer Margaret A.
Published: July 2002

Based on social learning theories, this conceptual paper attempts to develop a theoretical framework and testable hypotheses linking the relationship between certain personality traits and career success. Although there has been a long history of exploring the effects of personality on career development, its importance appears to be underestimated, and it is time to revitalize the psychological view of career studies. In this paper, we propose that several personality traits (locus of control, self‐monitoring, self‐esteem, optimism, and machiavellianism) along with job performance and person‐environment fit are determinants of career success. In view of social learning theories, knowledge of this relationship is of practical and theoretical value for individuals, organizations, and career consultants.
New management techniques and restructuring for accountability in Australian police organisations
Authors: Fleming Jenny , Lafferty George
Published: July 2002

This paper examines the implementation of new management techniques in Australian police services since the late 1980s, within an international context of demands for greater public sector efficiencies and accountability. Through an examination of police organisations in Queensland and New South Wales, the paper demonstrates that the impetus for organisational change, particularly in the context of employment practices has largely been driven by revelations of entrenched corruption and police misconduct. As a result, organisational goals of accountability and cultural change have been the critical influences on the restructuring agenda. The paper argues that management strategies should be suited to the specific organisational settings within which they are being applied. It suggests that the process of restructuring and the emphasis on changing employment practices have led to greater potential for conflict between management and police officers.
Pepper spray – A safe and reasonable response to suspect verbal resistance
Authors: Smith Michael R. , Alpert Geoffrey P.
Published: July 2002

Explores the debate over the safety and efficacy of police use of force tactics in general, and pepper spray in particular. Introduces the force continua, checklists employed by US police forces to prescribe levels of force to be used in particular situations. Reviews the literature, discusses two recent studies and the legal and ethical issues involved. Suggests further research in less‐than‐lethal weapons.
Evaluating the crime desk and its role as investigator
Authors: Gill Martin , Hart Jerry , Livingstone Ken
Published: July 2002

This paper addresses key issues in the implementation of a managed response to crime. Based on a major study of resource allocation decision‐making procedures in the British Police Service, it focuses on the “crime desk”, both as an aid to management and as an operational centre for new forms of investigation. While the authors found a clear indication that crime desks brought benefits by alleviating the administrative burden imposed by the crime recording process, evidence that their potential as an investigative resource was less clear. However, they produce a strong argument that this could be amended if key issues are understood and addressed by the police service.
Philosophy into practice? Community policing units and domestic violence victim participation
Authors: Robinson Amanda L. , Stroshine Chandek Meghan
Published: July 2002

Much research has focused on the police response to domestic violence; however, relatively little research has considered performance differences of various types of police officers. Although there has been widespread adoption of community policing by police departments across the country, it is not conclusive as to whether units with a specific community policing philosophy perform better than traditional units when handling domestic violence calls. The current study addresses this issue by analyzing the factors associated with victim participation; specifically, do officers and detectives operating under a specific community policing mandate produce higher rates of victim participation? Bivariate and multivariate analyses indicate that victim participation rates did not differ by a community policing orientation; rather, situational factors exert the strongest effect on victim participation.
Measuring police innovation: issues and measurement
Authors: King William R.
Published: July 2002

This paper investigates conceptual and empirical issues in the study of police organizational innovation. In particular, previous studies of police innovation have rarely created measures of innovation that are in accord with established methods and theory employed in innovation studies of other organization types. To mitigate this oversight, this paper first describes four relevant issues in organizational innovation, and applies these issues to create a fivefold measure of police innovation with data on the 431 largest municipal US police departments. Second, the components of this fivefold typology of police innovation are factor analyzed, to assess their unidimensionality. The results of these analyses indicate that three of the five innovation types are, in themselves, multi‐dimensional. Overall, police innovations do not adhere to the five innovation types suggested by theories of organizational innovation. Instead, the multi‐dimensionality of police organizational innovation is demonstrated here.
Arming a traditionally disarmed police: an examination of police use of CS gas in the UK
Authors: Tyler Linda , King Lisa
Published: July 2002

The introduction of police use of CS gas within the UK has prompted widespread criticism. This article begins with the background to the introduction of CS gas, including the rationale behind its use. This is followed by an elucidation of the concerns and problems ensuing from its use, namely danger to health, police use/misuse, its effectiveness as a deterrent to police assaults, and police accountability. Throughout the article a number of recent cases are discussed.
Community policing in Israel
Authors: Weisburd David , Shalev Orit , Amir Menachem
Published: July 2002

The Israeli National Police began to implement community policing on a large scale in January of 1995. In this paper we describe the main findings of a three year national evaluation of community policing in Israel that was initiated by the Chief Scientist’s office of the Israeli police in the Fall of 1996. When community policing was envisioned and planned in Israel it was seen as part of a total reformation of the Israeli police in structure, philosophy and action. Our research suggests that this broad idea of community policing was not implemented in Israel, and indeed the program of community policing was found to lose ground during the course of our study. While community policing did have specific impacts on the Israeli police, it did not fundamentally change the perspectives and activities of street level police officers. We explain the difficulties encountered in the implementation of community policing in reference to three factors: the speed of implementation of the program; the resistance of traditional military style organizational culture within the Israeli police to the demands of community policing models; and a lack of organizational commitment to community policing. In our conclusions we argue that these barriers to successful community policing are not unique to the Israel case, and are indeed likely to be encountered in the development of community policing in many other countries.
Female police officers in Texas
Authors: Taylor Greene Helen , del Carmen Alejandro
Published: July 2002

The purpose of this study is to examine the perceptions of Texas female police officers toward their colleagues. Further, the study measures respondents’ perceptions regarding work‐related stress. An independent samplet‐test analysis was conducted while controlling for the percentage of female officers working at participating Texas law enforcement agencies. Overall, the findings suggest that the percentage of female officers employed in a particular law enforcement agency did not produce a statistically significant impact on respondents’ perceptions of their male/female counterparts or stress‐related issues.
Police officers’ views on cultivating organizational commitment
Authors: Beck Karen , Wilson Carlene
Published: July 2002

Many studies over the past two decades have demonstrated that employees with low levels of organizational commitment (OC) tend to be less effective. Recent research has suggested that the OC levels of police officers in Australia and New Zealand are lower that the OC levels of police in other countries. In addition, more experienced officers (especially sergeants) have lower levels of OC than less experienced officers. Reports the results of a survey of Australian police officers’ views on improving commitment to the police organization. Overall, the officers suggested that OC could be enhanced if they received more support and encouragement from senior officers. Significantly, the supervisors in the sample were more likely to identify problems with the structure and processes of the organization, whereas nonsupervisors tended to identify personal issues. A major implication of these findings is that training and information programs for supervisors need to be revised and reinforced.
Japanese management and policing in the context of Japanese culture
Authors: Fiftal Alarid Leanne , Wang Hsiao‐Ming
Published: July 2002

Notes that the practice of Japanese management contributed to Japan’s renovation from the ashes of the Second World War to become one of the world’s economic leaders, and at the same time, expand the proficiency of Japanese police administration. Identifies, through Ouchi’s Management Theory Z, three commonalties to Japanese police operations and the practices of Japanese corporations: groupism, seniority, and non‐specialized career paths. Concludes with a discussion on implementing Japanese management and policing with American community‐oriented policing.
The goal of democracy in international police assistance programs
Authors: Marenin Otwin
Published: July 2002

There exists a large and growing international exchange network for policing ideologies, technologies and skills. Transnational policing programs seek to promote more effective global crime control, help develop and sustain demographic policing reforms, and support the stability of the emerging new political and economic world order. Existing transnational policing programs and emerging international regimes of democratic policing are sketched. The likelihood of successful reforms are assessed considering existing policy and standards of democratic policing.
A textual critique of community policing: police adaption to high modernity
Authors: Kappeler Victor E. , Kraska Peter B.
Published: July 2002

Employs the semiotic method to explore community policing reform and its use of language as a form of social control. Uses postmodern theoretical and methodological filters to clarify the discussion. Sees community policing more as a realignment of police institution’s language and symbols to better fit changes in society.
Policing in public housing
Authors: Kane Robert J.
Published: July 2002

The present analysis examines police incident‐based activity in a public housing setting. Calls for service to the Philadelphia Housing Authority Police Department are described by call types in order to identify requests for police services by residents of the Philadelphia Housing Authority. Findings from the current research are compared and contrasted to what has been discovered about incident‐based activity in municipal police departments. The analysis reveals that public housing police respond in about the same proportion as municipal police to calls for service related to public order and (in some cases) reactive law enforcement, but that differential service demands exist, which are identified and placed in the public housing context. Additionally, it is found that incident‐driven activity levels in public housing are much lower than criminological research on crime in public housing might suggest. Implications for future research are discussed.
The policing dynamic
Authors: Bryett Keith
Published: July 2002

Change is a feature of the liberal democracies. Despite its ubiquitous nature, however, one key factor in these democracies, the police, has been noted for its conservatism. This bastion of traditionalism, this upholder of the law of the land, has changed little in structure or purpose over the first half of this century but it has not been the case during the latter half. Change now appears to be manifesting itself in new organisational structures and forms; modifications to role and focus; and, in accommodating revised views on the need for agencies whose composition reflects gender equity and minority representation, as authorities struggle to satisfy the array of demands on contemporary police services. This paper speculates as to what may have prompted change to the police, examines what it considers to be some of the main areas of change, and then postulates the consequences for police and policing.
The status of community policing in American cities
Authors: Zhao Jihong , Lovrich Nicholas P. , Thurman Quint
Published: July 2002

“Community policing” has become the watchword for organizational change among law enforcement agencies across the USA over the past several years. In particular, concerted efforts to internalize this new policing philosophy have intensified with the passage of the Violent Crime Control and Law Enforcement Act in 1994, and since the strong endorsement of the community policing concept by the Clinton administration. Our analysis of data collected from a representative sample of 281 American police agencies in 1993 and again in 1996 permit a compelling examination of the community policing movement in this country over time. Our findings suggest that there has been a significant increase in community policing activities in recent years. Further, the level of interest in community policing training has intensified and impediments to the adoption of the community policing philosophy have become more easily identifiable. In addition, the results reported here also suggest that this change process has been quite dynamic, but the ultimate and widespread institutionalization of community policing still remains somewhat uncertain.
The effects of aggressive policing of disorder on serious crime
Authors: Novak Kenneth J. , Hartman Jennifer L. , Holsinger Alexander M. , Turner Michael G.
Published: July 2002

This paper adds to a growing body of research which explores the relationship between aggressive police strategies and serious crime. For one month, police enforced disorder crime in a small section of one community. An interrupted time series analysis was utilized to evaluate the effects of this intervention on robbery and aggravated burglary in a target area and a control area. The strategy was found to be unrelated to levels of aggravated burglary and robbery in the target area. There was no spatial displacement of crime. Explanations for the findings are offered.
Community policing and the New Zealand Police
Authors: Winfree L. Thomas , Newbold Greg
Published: July 2002

Police in New Zealand have a well established community‐policing tradition. The current research is based on a survey of 440 officers, or roughly 6 per cent of the New Zealand Police’s sworn personnel. We focused on the personal values, interpersonal relationships, and work situations of the officers as a way of understanding their respective levels of satisfaction with their jobs and assessment of their superiors. The goal was to determine the extent to which job satisfaction and perceptions of supervisory support varied within a national police force officially committed to community policing. The findings suggest that, even in a national police with an avowed community‐policing orientation, not all police officers perceived the work world in the same terms. We further address the policy implications of these findings.
Beyond medicare: a Determinants of Health perspective
Authors: Way‐Clark R. , Good D. , Ritchie J. , Nadeau L. , Renaud M.
Published: July 2002

Taken and adapted from an article by the Determinants of Health working group of the National Forum on Health. Discusses people’s ideas about health and healthcare and their views on medicare.
Rising to the challenge: portering services at the Queen Elizabeth II Health Sciences Centre
Authors: Bryan Wendy
Published: July 2002

With the recent formation of the Queen Elizabeth II Health Sciences Centre in Halifax, Nova Scotia, a number of challenges have arisen that must be addressed. One involves the porter service, which faces increased demands since every department has new and often expanded duties for porters. This paper identifies obstacles facing the porter service and develops recommendations, which may also be of interest to other healthcare facilities facing similar challenges.
Enhancing employability: the role of prior learning assessment and portfolios
Authors: Romaniuk Karen , Snart Fern
Published: July 2002

Examines the role of prior learning assessment, the portfolio method specifically, in workforce development. Despite the continuous evolution of work, organizational provisions for career development have not necessarily progressed to reflect advancing demands on workers. Organizations may better enable the contemporary workforce to embrace the shift from employment to employability through encouraging enhancement of both personal and professional growth. Incorporation of the portfolio process promises to augment organizational learning and development approaches by more effectively supporting workers in taking greater responsibility for managing their own careers.
Staff development and professional education: a cooperative model
Authors: Browell Sue
Published: July 2002

A cooperative model of staff development in relation to professional education is outlined which considers staff development within both further and higher education. Examines general principles of human resource development, continuing professional development as well as quality and benchmarking issues. A case study of the development of course tutors who have academic responsibility for managing professional courses approved by the Institute of Personnel and Development (IPD) within further education colleges and universities in the North East of England is presented. Considers the cooperative approach to staff development between competing educational institutions and the collective relationship between the educational institutions and a professional body. The need for cooperation is examined within the context of the professional institute and the challenges facing the Education Group at its inception are briefly outlined. Benefits for staff, students and ultimately the professional body are detailed and, finally, the model is summarised and its application to other institutions is briefly considered.
Picture this: immigrant workers use photography for communication and change
Authors: Gallo Melina L.
Published: July 2002

This research investigates the ways in which English as a second language (ESL) learners used autodocumentary photography in a learner centered workplace literacy program to solve problems and facilitate language learning. By using learner‐generated photos and stories as the basis for the curriculum in a critical approach to literacy, insights were gained into the ways in which these workers perceived their lives and learning in a new culture. Additionally, the ways in which they adapted to and changed the environment of their workplace were assessed. Implications for workplace educators include the responsibilities to foster the development of critical awareness and empowerment in learners and to consider the transformative possibilities of workplace learning.
Developing a Web‐based learning network for continuing medical education
Authors: Liaw Siaw‐Teng , Pearce Chris , Keppell Mike
Published: July 2002

Describes the development in Australia of TeleQACE, a Web‐based learning environment, which allows clinicians to participate in interactive learning at times that suit them. The design addressed the balance between richness of content and bandwidth to reach geographically dispersed regions. The guiding philosophy was shared knowledge and interaction based around actual experience and cases developed by practicing academic general practitioners in consultation with specialists. A constructivist approach, focused on discussion to build a “basic case” into an “advanced case” over a learning cycle of 13‐16 weeks, was adopted. Knowledge gaps and suggestions from participants guided the development of a “basic” case into its “advanced” equivalent which was re‐presented to the participants, accompanied by relevant reference material, for reflection and interaction. The final outcome was a “model case”, archived for ongoing reference by the group. Participation rates appear to be consistent with other Internet‐based continuing medical education programs.
Learning within organisations: linking the theoretical and empirical perspectives
Authors: Yeo Roland
Published: July 2002

Argues that there is a close relationship between theories in organisational learning and the research methodologies utilised to verify such theories. Presents an evaluation of two distinct approaches to learning in the light of their methodological differences, strengths and weaknesses. For instance, research based on behavioural learning is generally conducted using the quantitative methodology, while researchers of cognitive learning are more likely to use the qualitative methodology. The former deals largely with the macro aspects of the organisation involving strategic directions, whereas the latter deals with micro practices within organisational or trans‐organisational settings. Most importantly, organisational learning should contribute to perceivable outcomes. Draws the conclusion that case study which embodies quantitative and qualitative methodology is a useful approach to dealing with both the behavioural and cognitive aspects of organisational learning theories.
Virtual teams: a virtue for the conventional team
Authors: Arnison Linda , Miller Peter
Published: July 2002

While some modern organisations have established “virtual work teams”, which are said to be comprised of people who are geographically separated and who work across boundaries of space and time using computer driven communication technologies, it is also true that many organisations remain structured around conventional face‐to‐face teams. Increasingly, the conventional face‐to‐face team is endeavouring to increase its productivity by utilising some of the technology and characteristics of the virtual team. In fact, it may not be practical any longer to draw a distinction between conventional face‐to‐face teams and virtual teams, due to the invasive nature of technology throughout most modern organisations.
Lean and mean: workforce 2000 in America
Authors: Allen Richard K.
Published: July 2002

Corporate downsizing or restructuring has reached epidemic proportions and left many victims and survivors in its wake. Although some corporations are now finding that they have overdone downsizing or restructuring, these efforts to re‐engineer themselves were necessary for many of them. The issue here is not the need to change our work environment, but rather how we communicate those changes. Deals primarily with the problems that survivors of reorganization face and offers some communication‐oriented solutions.
Virginia
Authors: Stevens Wendy
Published: July 2002

Stress is an occupational disease. As this story unfolds, it is obvious that Virginia is unsuited to her new work environment and that breakdown will be the eventual result. This is an excellent exercise in classifying the cause of work stress.
Violence at work: consultants and managers walking the line
Authors: McClure Lynne , Werther William B.
Published: July 2002

Management consultants and the managers they advise face a growing dilemma: they have few skills and generally no training in identifying potentially violent employees, and yet, managers and their company are likely to be held liable for the violent acts of employees because when employees have been killed by co‐workers, victims’ survivors have filed ‐ and won ‐ premises‐liability lawsuits against employers. When concerned consultants or managers seek to understand the growing phenomenon of workplace violence, the academic‐ and practitioner‐oriented literature offers little more than news‐oriented accounts. In an attempt to provide insights into the area of workplace violence, provides two case histories that offer anecdotal‐based insights. The two cases describe the steps used at two different employers when confronted with a potential for employee violence in the workplace.
Implementing virtual support for workplace learning
Authors: Teare Richard E.
Published: July 2002

Reviews the prospects and potential for meeting industry‐specific learning and development needs with particular reference to a “University for Industry” initiative for hospitality and tourism. Its design and implementation draw on a global industry forum and its infrastructure provides: an access point for workplace learning programmes; a resource for addressing project and personal updating needs; a reference point for training and internal corporate communications and a means of interacting with “communities of interest” (such as industry‐education linkages).
A case of innovative integration of high‐performance work teams
Authors: Thompson Faye , Baughan Donna , Motwani Jaideep
Published: July 2002

High‐performance work teams can lead to higher productivity, better quality, and a close focus by workers on what organizations really are supposed to be doing. Yet a majority of organizations have still not implemented this team approach. Presents an integrated model that details the “how to” steps of introducing high‐performance work systems. This model has been successfully implemented at a Fortune 500 company in the office furniture industry.
A new model for workers’ retraining in Brazil
Authors: Joia Luiz Antonio
Published: July 2002

Presents a framework for retraining Brazilian workers from industry, commerce and services activities, in order to make them useful for the new knowledge society in which we live. The approach presented is an alternative to the traditional retraining models which are solely based on training the workers in the fundamentals of information technologies, without going further on the essential skills and expertise that allow the workers to own a professional laterality degree. The model discussed in this article is based on field research undertaken by the author among employers and employees within the Brazilian productive environment, to analyse why the implementation of new technological innovations, mainly based on information technology, has barely leveraged their companies’ productivity. Based on this survey, a new information technology‐based training framework is presented to be deployed within the companies, through the development and use of a Web‐based instruction system.
Blind date: a case study of mentoring as workplace learning
Authors: Dymock Darryl
Published: July 2002

This paper reports on a research project undertaken by the author within a major Australian company which utilised mentoring as part of a leadership training program for potential supervisors. Six pairs of mentors and mentees were asked individually about their perceptions of the mentoring process and of the value of their involvement, personally and professionally. Those responsible for the supervision and conduct of the program were also interviewed. Overall it was clear that the mentees believed they were learning from the mentoring process, in terms of improving their general understanding of the company’s operations and in dealing with practical management issues. The extent of that learning appeared to be influenced by the degree to which the relationship had developed on the basis of openness and trust. The mentors indicated they were also learning from the mentoring process – outcomes which they tended to see in work‐related terms, but with some personal benefits as well. Concludes with a discussion of the place of mentoring in a learning organisation, and suggests some key factors in developing effective mentor‐mentee relationships in a business environment.
Modelling of knowledge flows and their impact
Authors: Preiss Kenneth
Published: July 2002

The context of this paper is knowledge as applied to organizations and processes which need to generate a financial income stream, whether for‐profit or not‐for‐profit. Such organizations in the past were usually at arm’s length, operating static (not time‐dependent) work processes. Today, such organizations usually work in very close interaction. This creates a single system of linked nodes of organizations, working in a dynamic regime, even though each node may be a separate legal entity. For such a dynamic linked system, one monitors and measures performance by monitoring and analyzing flow rates and accelerations. The paper shows the three major flows of such a system, which are the flows of money, goods and services, and knowledge. Results of research into such linked and dynamic processes over the last decade are presented in a way which sets the stage for detailed quantitative analyses of the flow rates of knowledge and of the impact of the knowledge flow rate on the flow of money into an organization.
Knowledge diffusion in the semiconductor industry
Authors: Appleyard Melissa M. , Kalsow Gretchen A.
Published: July 2002

Considers firms’ management of knowledge creation, diffusion and implementation. In particular, examines the diffusion link in this chain and presents a new framework where an ocean of ideas flows much like an ocean current. Through its past innovative activity and its employees’ professional experiences, a firm is caught up in a “technology current”. The degree of knowledge diffusion across organizations depends on encouraging and thwarting this current’s forces. The framework suggests that the ease of knowledge diffusion depends on the degree of similarity in organizations’ technical prowess. As an example, knowledge flows in the semiconductor industry are examined through citations to Intel’s journal articles. The empirical findings show that Intel’s knowledge, codified in these articles, diffuses more quickly to organizations in Western Europe and Japan than those in Taiwan and Korea. This pattern coincides with geographic market leadership and suggests that knowledge networks exist across countries.
The implications of the changes to ISO 9000 for organisational excellence
Authors: Bendell Tony
Published: July 2002

The international quality systems standard ISO 9000 is changing. Whilst much maligned, the standard has still done much to ensure basic quality requirements in world industry, commerce and the public sector. In November ISO 9001 is changing – dramatically – and ISO 9002 will no longer exist. This is probably the most substantial change in its history. In one major leap the international standard will come up to date with modern development in quality thinking. Quality assurance will never be quite the same again!The new version of ISO 9001 places emphasis on process management and resource management and has commonality of architecture with ISO 9004, so that quality assurance requirements and quality management aspirations can be aligned holistically. The standard will be reduced from a 20‐clause standard to a four‐clause standard. Further, it will be more holistic, more customer orientated and have more in common with other quality and excellence models. It is a good development, but it will mean changes, and the sooner organisations start to understand the new requirements, the readier they will be for avoiding the pitfalls!What, though, are the implications for organisational excellence? This paper discusses how the changes may assist the development of a holistic approach to excellence, but also the remaining areas of difficulty.
Quest for Excellence XII
‐ the official conference of the Malcolm Baldrige National Quality Award
Authors: Chatzkel Jay
Published: July 2002

Provides a report of the official conference of the Malcolm Baldrige National Quality Award, held in Washington, 13‐15 March 2000. Gives an overview of the conference and specifically of the four recipients of the Baldrige Award. Notes that leadership in its many forms was a key factor for all these companies. Looks in depth at each of the companies in turn.
Was W. Edwards Deming wrong?
Authors: Harrington H. James
Published: July 2002

Performance evaluations (appraisals) have been blamed for everything from team destruction to personal demoralization. The problem is not the concept of performance evaluation but the way they have been implemented. This technical report provides a sound path to effect constructive appraisals.
Networked innovation: developing the AXE110 “mini‐exchange” at Ericsson
Authors: Hellström Tomas , Malmquist Ulf
Published: July 2002

This article describes an informal process of new product innovation that took place outside of the established structures in a large Swedish telecom company; how a number of individuals brought a product idea from invention to innovation by creating and enabling an informal competence network within the company. The purpose of the article is to bring out a number of insights into how “networked innovation” might be accomplished and supported, by elaborating this case and pointing to some of its management implications.
Innovation overview and future challenges
Authors: Cumming Brian S.
Published: July 2002

This article reviews the changing understanding of the word “innovation”. It contains a summary of the critical criteria for innovation to take place, based upon a study of previous researchers’ work in this area. Explores the way in which developments in materials and other technologies have acted to allow innovation to take place. It is argued that materials development is a constant source of new opportunity, and that other advances periodically occur that also support successful change. Micro‐electronics is cited as a technology that has become a major enabler to innovation. The pressures on modern industry to achieve improvements to the quality, cost and development time of products are reviewed, and it is postulated that the response to these pressures encourages conservatism in new designs and thus acts to suppress innovation.
Successful market innovation
Authors: Johne Axel
Published: July 2002

This article reviews three types of innovation which contribute to organic business development: product innovation, process innovation and market innovation. It argues that market innovation ‐ defined as improving the mix of target markets and how these are served ‐ provides a powerful focus for identifying new business opportunities. Examples from the field of financial services illustrate how skilful market innovation can serve to grow a business as well as to safeguard it from attacks by competitors.