bluuebunny/crossref_metadata_2025 huggingface dataset:
New database products: social science, humanities, news and general (issue 13)
Authors: Williams Martha E. , Burgard Daniel E.
Published: May 2004

Outlines new database products appearing in the Gale Directory of Databases, a two‐volume work published twice a year. Provides figures for the distribution and percentage of new and newly implemented social science, humanities, and news and general databases, together with a list of the databases including name, vendor and medium. Briefly discusses these by each medium.
New database products: business and law (issue 13)
Authors: Williams Martha E.
Published: May 2004

Outlines new database products appearing in the Gale Directory of Databases, a two‐volume work published twice a year. Provides figures for the distribution and percentage of new and newly implemeted business and law databases, together with a list of the databases including name, vendor and medium. Briefly discusses these by each medium.
New database products: business and law
Authors: Williams Martha E. , Gaylord Harry A.
Published: May 2004

Outlines new database products appearing in the Gale Directory of Databases, a two‐volume work published twice a year. Provides figures for the distribution and percentage of new and newly implemented business and law databases, together with a lits of the databases including name, vendor and medium. Briefly discusses these by each medium.
A classification‐matching combination for image retrieval
Authors: Encinas Julio , Lloréns Juan , de Miguel Adoración
Published: May 2004

Nowadays, applications dealing with information extracted from images are commonplace. The widespread use of multimedia information (images, video, audio etc.) makes necessary applications capable of storing, and therefore retrieving, it. Information extracted from images is usually complex and high dimensional. The extraction of non‐textual low‐level indexing features from images is now a research field, and this process principally suffers because of the computational cost of the high dimensionality of those features. A new way to classify and match low‐level features extracted from images, for retrieval purposes, is presented in this paper. M‐tree and R‐tree structures are used, as well as an incremental version of the k‐means classification alogrithm. This set of alogrithms is used to solve the problem of low performance when retrieving previously catalogued images.
World wide web robots: an overview
Authors: Yoke Chun Tham
Published: May 2004

This paper traces the development of World Wide Web Robots and provides an overview of their main functions and workings. The focus is on search robots and illustrations will be drawn from two major search engines: AltaVista and Excite. In the concluding section, prblems associated with the use of Web Robots and their implications for electronic publishing will be examined.
Quieting the crowd: the clamour for full text
Authors: Brunelle Bette
Published: May 2004

One of the themes of this paper is the clamour for full text. As of today, the three basic models of full text that seemed to be lining up a year ago have become a reality. These are publisher‐supplied full text; third‐party, or aggregator‐supplied full text; and distributed, “linked” full text ‐ in which a bibliographic database provider links to (usually) publisher‐supplied full text. This paper looks at each model in detail, with particular emphasis on the challenges they face.
Marketing and investment banking II: relationships and competitive advantage
Authors: Turnbull Peter W. , Moustakatos Theofanis
Published: May 2004

Follows the previous article by presenting results of empirical research using a sample of investment banks and their large corporate customers. Focuses on how the banks define their source of competitive advantage. Compares and contrasts the views of the banks with those of their customers relating to the purchasing of investment bank services and the principal criteria used for selection of those services.
How to Identify Psychographic Segments
Authors: Mitchell Vincent‐Wayne
Published: May 2004

As marketing knowledge and market competition increase, so too does the
need for better segmentation. Psychographics can offer greater insights
into customer behaviour, but the procedures for identifying
psychographic segments are complicated and this may be inhibiting its
use. Explores the process of identifying psychographic risk segments in
purchasers of consultancy services by taking the reader stepwise through
the necessary statistical procedures. Part 1 considers factor and
cluster analysis, while Part 2 looks at multiple discriminant analysis.
The analysis shows that three potential risk segments exist which differ
demographically and in their risk perceptions.
Research Note: Assessing the Effect of Nepotism on Human Resource Managers
Authors: Hayajenh Abdalla F. , Maghrabi Ahmed S. , Al‐Dabbagh Taher H.
Published: May 2004

Examines the relationship between nepotism and various organizational
characteristics (size, ownership, and geographic region) in certain
organizations in two countries – Jordan and Egypt. Results indicated that
HRMs in large organizations, the public sector and urban regions
reported higher levels of nepotism than their rural counterparts in
smaller, medium‐sized organizations, in the private sector.
Relationship Marketing – Making the Customer Count
Authors: Payne Adrian
Published: May 2004

The key to success in service business now lies with concentrating on,
and retaining, existing customers. Marketing therefore must be seen as
a total approach with the customer firmly at the centre. Describes the
relationship marketing ladder as the progression from conversion of a
prospect into a customer, then into a client, from client to supporter,
to advocate and, finally, to partner. Outlines the economic benefits of
retaining customers. Emphasizes the link between quality, client
retention and profitability.
Robotized waterjet cutting
Authors: Assarsson Bo
Published: May 2004

Outlines the background of robotized waterjet cutting and its advantages
over traditional punching and manual cutting methods. Discusses the
development of the modular cutting box which can be adapted to the
customer’s requirements covering the water pressure, the size and speed
of the jet, the reduction of sound emissions and a safety zone to protect
personnel. Examines the programming of the robot arm and the creation of
cutting programs. Concludes that waterjet cutting has enormous potential in
the automotive industry.
Finishing of dies and moulds An approach to quality‐orientated
automation with the help of industrial robots
Authors: Schmidt Jurgen , Schauer Uwe
Published: May 2004

Describes a project to develop an intelligent robot system to mechanize
the finishing of dies and moulds. Examines the concept of the finishing of
surfaces and the distinction between grinding and polishing.
Stereo vision‐crossing the Is and dotting the Ts
Authors: Pretlove John
Published: May 2004

Describes research into the use of external sensors for robot systems to
allow them to react intelligently to unforeseen events in the production
process and irregularities in products. Examines the use of active vision
systems with robot controllers and the integration of the two systems.
Concludes that this enhances the ability of an industrial robot system to
cope with variations and unforeseen circumstances in the workcell or the
workpiece.
Finland’s industrial robotics
Authors: Monkman Gareth
Published: May 2004

A report on the 1992 Finish Robotics conference in Helsinki. Areas
covered include medical robotics, advanced flexible robotic systems for small
batch manufacturing, automated laboratory systems and waste disposal
systems.
Robots in the news: camera robot navigation in television
studio
Authors: Wright Keith
Published: May 2004

Looks at the use of robotic cameras in television news studios and the
problems of navigating them accurately around their environment. Explains how
the robots recognize coded targets around the studio which they compare with
a preprogrammed map. Discusses the choice between laser scanners and line
scan tv cameras to scan the targets and why the line scan camera was chosen;
because it exhibited a number of advantages including a lower cost than the
laser. Concludes that camera robot development is still at an early stage and
is very mush responsive to user requirements. It remains to be seen whether
they can move from the news and presentation studio environment into areas
such as drama and light entertainment.
Panasonic spins the arc
Authors: Parrott Richard
Published: May 2004

Examines the development of a new high speed rotating arc welding
system. Describes the rotation mechanism and looks at the characteristics and
phenomena of this welding method. Discusses the principles and performance of
the arc sensor. Concludes that a six‐axis vertical multiple joints arc
welding robot has been developed to meet the increasing high standards
required of arc welding robots.
CLI casts measure up
Authors: Kochan Anna
Published: May 2004

Reports from a French foundry company which has installed its first
robotic cell for the dimensional measurements of massive complex parts
destined for hydroelectric power plants. Outlines the advantages of using a
robot compared to the traditional manual inspection techniques. At present
the robot is programmed out‐of‐house using the Robcad robot
off‐line programming system. Concludes that the use of a robot has
improved the accuracy of measurement and also cut down on cycle time. The
company’s next project is to robotize the finish grinding
operation.
Harmonic drives in tune with robots
Authors: Slatter Rolf , Mackrell Graham
Published: May 2004

Outlines the development of mechanical transmission elements used to
drive industrial robots. Examines the performance requirements for precision
gears and actuators, concentrating on harmonic drive reduction gearing and
the key features which make it superior to conventional transmissions.
Concludes that the unique features of the new harmonic drives gears will
assist in the realization of completely new robot concepts and that to enable
this to happen the process of continuous product development must be
on‐going.
Automation and robotics the interdependence of design and construction
systems
Authors: Cusack M
Published: May 2004

Examines the potential for introducing automation processes including
robots into the construction industry. Outlines some of the problems to be
tackled including the technical and organisational problems of site layouts
and the role of automation and robotics in construction. Looks at the
advantages of using task‐specific robots and the development of
mechatronics. Emphasizes the need for the development of CAD in architecture
and construction as autonomous robotic machines require appropriate design
description of a building to make available the necessary information about
the developing building geometry on the construction site.
Enabling technology for a masonry building advanced robot
Authors: Chamberlain D A
Published: May 2004

Examines a research program into the use of automation and robotics in
masonry building. The four main objectives of the project were to establish
the requirements for the application of robotics in masonry
construction; construct a prototype robot; develop the operation
software system; and evaluate suitable blocks for construction using
robots. Describes the construction of the prototype robot cell and the
research methods used and concludes that combining the research findings with
work elsewhere it should be possible to achieve a commercially viable robotic
solution for masonry and similar tasks on the construction site.
Obstacle avoidance and path planning
Authors: Cameron Stephen
Published: May 2004

Outlines the state‐of‐the‐art in obstacle avoidance
and path planning for industrial robots that is practical on the current
generation of computer hardware. Describes practical vehicle planners and
planning for manipulators. Summarizes that obstacle avoidance and path
planning are techniques with differing goals. Sonar is the standard method of
obstacle avoidance systems which is largely limited by the reliability of the
sensors used. Path planning however is limited by two things: the
algorithms used and the quality of the data available to planners. Concludes
that it is now possible to produce path planning and obstacle avoidance
systems that can be used in practical robotic systems.
A robot that handles videodiscs
Authors: Turcotte Pierre
Published: May 2004

Describes the CineRobotheque at the National Film Board of Canada
[NFB] in Montreal where people can sit in personal viewing units
called Cine‐Scopes and choose their own programs from the large NFB
collection. The CineScopes are fed with images by an industrial robot that
handles videodiscs. Outlines the robotic and computer technology that deals
with all the films, video and data and the disc storage system. Concludes
that technological developments will enable NFB Montreal to expand very
quickly including the possibility of making material available by remote
access.
Critical aspects in multi‐robot co‐operation
Authors: Cardarelli G , Palumbo M , Pelagagge P M
Published: May 2004

Outlines current research into multiple co‐operative robots and
discusses the practicality of a set of experiments developed to study robot
applications better and to verify different solution methodologies. Looks at
the design criteria for co‐operating robot systems and describes the
laboratory set up to study them.
Intelligent machines from Oxford
Authors: Hollingum Jack
Published: May 2004

A look at the background of the robotic ideas company, Oxford
Intelligent Machines, generally known as OxIM and at some of their current
products such as a rehabilitation work cell for disabled people, a
toolchanger and Robofish, for robotic handling in fish processing.
Robotrak: calibration on a shoestring
Authors: Owens John
Published: May 2004

Examines the problem of the robot and fixture calibration from the
perspective of simulation and off‐line programming. Looks at the two
basic methods of measuring robot position—optical systems and
cable‐driven systems—and describes examples of both of these
methods. The Workspace PC‐based robot simulation system and the
RoboTrak three‐cable measuring system for calibration are used as
examples and compared with other commercial systems, and a calibration case
study is presented. Concludes that if the accuracy required by a robot
application of the order of 1 mm and the robot program is to be generated by
an off‐line software package, then it is necessary to calibrate the
robot first.
Optotrac—cat’s eyes and lasers
Authors: Simon Gideon
Published: May 2004

For the off‐line programming of robots to be successful the
graphical simulation must model the real work cell to a very high degree of
accuracy which calls for equally accurate calibration of the robot. The
University of Surrey has been developing a optical, non‐contact
3‐D repeat motion tracking system called Optotrac to carry out this
task. Outlines the Optotrac specification and principals of operation which
is based on the use of a “cat’s eye” target and two laser
beams. Compares Optotrac with other robot metrology tools and gives examples
of fits application. Concludes that most metrology tools are still confined
to the laboratory but as the systems become more widely available and the
prices fall they will spread into industrial application.
Cadcam welding in steel bridge panel fabrication
Authors: Sugitani Yuji , Kanjo Yoshihiro , Murayama Masatoshi
Published: May 2004

Describes the use of welding robots for making bridge panels. The system
uses a total of 14 sets of High Speed Rotating Arc welding robots and
newly‐developed arc sensor techniques are used with both joint end and
bead end sensors. A teaching‐less direct CADCAM system was developed
to control the robots. The welding robot system is now in commercial
operation with welding efficiencies that are twice those possible with
conventional processes.
Robocal—the IPK robot calibration package
Authors: Schroer Klaus
Published: May 2004

Describes a robot calibration package which produces a set of identified
robot model parameters. Uses a measurement target mounted on the
robot’s end effector and a pair of theodolites under automatic control.
Typically permits the global positioning error of a robot to be reduced from
10 mm to 1mm. Concludes that calibration procedures such as these are
essential for successful off‐line programming of robot
systems.
Using robotics as an occupational health and safety control
strategy
Authors: McAlinden J J
Published: May 2004

Considers the use of robotics in the workplace as a means of protecting
workers from exposure to hazardous substances, environments and physical
agents. Gives examples of robots being used to handle radioactive material
and working in the high dust exposure atmosphere of a plastics factory.
Emphasizes the need to use a systematic approach to obtain the maximum health
and safety benefit from automation of work, and outlines the areas to be
considered. Describes the role of the British Robotics Association in
realizing the potential benefits to occupational health from the application
of robotic workstations and looks at areas of industry where this might be
implemented. Concludes that using robotics to bring about health and safety
benefits as well as production efficiency and quality improvement is a wide
and new area for industry to develop.
Photosensor tracks transients
Authors: Ceres R. , Martin J.M. , Calderon L. , Armada M. , Pons J.L.
Published: May 2004

Outlines research work on the control of flexible single‐link
robot arms in which the link is modelled as a beam and the end‐point
position is controlled by measuring that position and using that measurement
as a basis for applying a torque to the link joint. A position sensor device
[PSD] is used as the measuring device. Describes how the
measurement is taken and explains the measurement circuit and how the links
are analyzed. Concludes that the simplicity of the general configuration of
the photosensor system and the nature of the direct data obtained allows it
to be used in a wide range of applications.
Self‐tracking ultrasonic inspection
Authors: Herzer R , Frick O , Keferstein C P , Arnold W
Published: May 2004

Examines the use of a precision robot for automatic testing of complex
geometries with free‐form surfaces. Each of its three rotation and
bending axes have directly driven DC motors and high accuracy optical angle
sensors. The distance between the ultrasonic probes and the workpiece can be
measured by means of an ultrasonic distance sensor and the data gathered is
transmitted to a workstation a graphical representation is produced which is
visualised in real time by means of a high‐speed graphics processor.
Using menu‐driven software, components with almost any
free‐form surface can rapidly be excoriated, modelled and tested with
freely selectable paths of very high resolution.
Consortia: Free enterprise meets co‐operation and the results can be good for robots
Authors: Pellerin Cheryl
Published: May 2004

A look at co‐operation in United States industry, with firms
combining resources to develop, produce and market a product in an attempt to
stay competitive whilst cutting the cost of developing new manufacturing
technology. Outlines the formation of the National Centre for Manufacturing
Sciences. Describes some typical NCMS projects and its education program.
Explains Co‐operative Research and Development Agreements by which the
government agrees to co‐operate on research with an industry partner
by contributing any kind of resource [expertise, equipment,
technology) except money. Lists some laboratories involved in robotics
research and development and briefly describes their projects.
Taiwan’s industrial robots
Authors: Wei Chiu‐Chi
Published: May 2004

Examines the growth in the use of, and versatility of industrial robots
worldwide and looks at the current situation in Taiwan, which is reported to
have the highest annual growth rate of robots. With a shortage of manpower,
Taiwan sees automation as its best alternative, particularly in the
automotive industry. Discusses robot research and development in Taiwan and
compares it with other countries with regard to robotic technologies.
Concludes that the number of robots deployed in the country will probably
increase, allowing its industries to compete globally despite its manpower
shortage.
ICAROS: over‐all‐calibration of industrial robots
Authors: Janocha Hartmut , Diewald Bernd
Published: May 2004

Outlines the development of a robot measurement system, ICAROS, which combines the advantages of photogrammetrical and inertial measurement procedures, allowing the acquisition of measuring values for the determination of all [dynamic and static] industrial robot performance parameters, according to ISO 9283. Describes the photogrammetrical component and inertial system component of the pose measuring system and the integration of the two parts and looks at the over‐all‐calibration procedure in Off‐line and on‐line phase. Concludes that the system allows the pose measurement and calibration of robots, the scanning of robot programs and the transmission of these programs to other robot systems.
Large work envelope fully automated aircraft panel polishing cell
Authors: Pellerin Cheryl
Published: May 2004

Describes a polishing cell with two six‐axis robots which has
been developed to process panels up to 45 ft long for aircraft skins. The
robots have full backup capability and use tailor‐made
end‐effectors with force‐feedback control and visual and audio
feedback. Outlines the three main areas of the cell: the load and unload
area, the operator console and the robot processing area. Looks at the
software developed for the system which includes integrated Off‐line
programming.
An analysis of self‐employment using UK census of population data
Authors: Galt Vaughan , Moenning Carsten
Published: May 2004

Discusses the increase in self‐employment in the UK over the past decade. Presents the results of a cross‐sectional, comparative, static analysis of the determinants of self‐employment using data on the UK counties. The results suggest that greater attention should be paid to non‐economic factors for self‐employment.
Certificates and trust in electronic commerce
Authors: Wilson Stephen
Published: May 2004

Suggests that for electronic commerce to thrive among parties who have never met each other, trust must become a commodity item. Certification authorities (CAs) are the standard mechanism by which online entities can identify one another. The policies and practices followed by a CA are just as important as the basic security of the electronic commerce network. This recognition is now standard, and “trust models” are emerging wherein diverse online business partners can trust one another, through the mutual recognition of their respective CAs. Overviews security and trust in electronic commerce. Discusses the role of certificates, with particular reference to the Australian Public Key Authentication Framework. Presents a vision for electronic commerce, premissed on electronic trust as a commodity.
Information security management (1): why information security is so important
Authors: von Solms Rossouw
Published: May 2004

Information security has become very important in most organizations. The main reason for this is that access to information and the associated resources has become easier because of the developments in distributed processing, for example the Internet and electronic commerce. The result is that organizations need to ensure that their information is properly protected and that they maintain a high level of information security. In many cases, organizations demand some proof of adequate information security from business partners before electronic commerce can commence. In this paper, one of the building blocks for a secure IT infrastructure is discussed, namely trusted computer products and systems. A high level explanation of the TCSEC and ITSEC standards forms the latter part of the paper.
Competition: the name of the game
Authors: Kippenberger T
Published: May 2004

Contends, that thought competitive, business is not the same as sport, as all kinds of sport have a time limit of some kind involved and usually a win, loss or draw ensues and the game finishes. States that business does not run like this, as it is usually an endless, grinding business with little respite. Flags up that in any case the Internet has changed the competitive field — though the dot.com industry will see many failures — but inevitably there will be some winners.
Holding on to your customers
Authors: Kippenberger T
Published: May 2004

Declares that the Internet has changed how companies impart information to potential customers, as companies can now reach large numbers of people with lots of information designed individually for them. Looks at competing on reach, relationship and richness. Confirms the clear message to suppliers is to retain control of the purchase decision. Concludes conventional wisdom about the Internet is dating even as it reaches print!
Man‐made disasters: the failure of foresight
Authors: Kippenberger T
Published: May 2004

Investigates the stages that precede a disaster, switching the emphasis from the role of the emergency services to the responsibilities of management. Investigates three UK disasters: the collapsing colliery tip at the Welsh village of Aberfan in 1966; a collision at an automatic railway crossing at Hixon in England in 1968, between a large road transporter, carrying a transformer, and a train; and a fire at Summerland holiday leisure complex on the Isle of Man — all these events included large loss of life. Concludes that in modern times disasters arising from unknown or unsuspected sources are very rare but depend on information being correctly assessed.
Why risk a crisis?
Authors: Kippenberger T
Published: May 2004

Suggests that, for managers, crises are not attractive as they cost money, damage careers, threaten livelihoods and sometimes actually take lives. States risk is the precursor of crisis or, put another way, behind crisis lies a wrongly identified risk assessment. Looks at how the world has changed with regard to risk containment. Concludes that, even with a much superior modern application, unexpected and unpleasant, surprises remain high, opportunity‐wise.
BUPA takes its own pulse
Authors: Kippenberger T
Published: May 2004

Spotlights BUPA, the UK's leading light in independent healthcare, which has 45% of the private medical insurance market, in addition to a leading private healthcare business in Spain, and 29 private hospitals and 30 nursing homes in the UK. Shows how BUPA has been using the balanced scorecard as a management tool to turn BUPA's strategy into action. Chronicles that Gemini Consulting devised the transformation programme. Details how BUPA's management team of 25 used the scorecard after dividing into four cross functional groups, and gives a breakdown of their methods and results. Commends the balanced scorecard as a very good tool but that it is only as good as the management finds it, and not an end in itself.
The missing link: human resources and business strategy
Authors: Kippenberger T
Published: May 2004

Endeavours to show that human resource managers (HRM) should be involved in business strategy and should be more ‘business‐oriented’. Acknowledges that there is a tendency to see HRM in just two forms ‐ the ‘hard line’ and the ‘soft’ approach — the first built around the belief that HRM exists to serve strategic business needs, and the second emphasizing people are a resource unlike any other. Discusses a model that is contained within the article listing out the short‐term (annual) goals (4), and also the longer‐term (7). Intimates this gives companies a real paradox and that flexibility can be obtained ‐ but only by breaking the psychological contract crucial to retaining key skills.
The bandwagon effect
Authors: Kippenberger T
Published: May 2004

Posits that divisionalization in companies, as we know it today, followed on from Du Pont in the 1920s, and goes on to show this in greater detail. Indicates that something eventful happened in the 1980s — management became a big and extremely lucrative business. Suggests Japanese incursions into US domestic markets caused the drop in confidence in US corporate life. Profiles the main events which changed business approaches, comparing them to jumping on the ‘bandwagon’, to catch up with the new thinking of the Japanese and others. States this is an ‘ongoing’ situation.
Stakeholders — a consultant's view
Authors: Kippenberger T
Published: May 2004

Contends that, on average, US corporations shed half their customers in five years and the same amount of employees in four years, plus 50% of investors in one year, stunting corporate performance by 25% or more. Believes that the cure is to create a self‐enforcing virtuous circle based on retaining customers' loyalty — which also requires the loyalty of employees and this should be developed among investors. Accepts that this may seem an oversimplification as it ignores vendors, distributors, local communities, and all the other more visible stakeholders in a business.
Employees as stakeholders: the breaking of the psychological contract
Authors: Kippenberger T
Published: May 2004

Compares thinking and research into employee attitudes in the UK, with regard to psychological contracts. States these are the contracts of employment that are the understandings between employees and employers, whether written or unwritten. Chronicles, in depth, the problem, implications, trends, consequences and other pertinent details. Charts both management theory and management research in full, using four tables to aid in an explanation of the conclusions. Concludes that a lack of commitment to the business, among its employees, creates a competitive disadvantage which no company or organization can afford in the long term.
Suppliers as stakeholders: the development of partnership sourcing in the UK
Authors: Kippenberger T
Published: May 2004

Chronicles that though suppliers have always been regarded in the past as stakeholders, little has been said of involving them until now. Looks at the Confederation of British Industry's (CBI's) collaboration with the Department of Trade and Industry (DTI), in setting up a not‐for‐profit organization called Partnership Sourcing Ltd, whose purpose was to help UK companies understand and implement the process of partnership sourcing. Highlights that partnership sourcing, herein defined, involves both customer and supplier working together to secure the best possible commercial advantage in equal amounts for both sides. Advocates that the CBI and DTI in setting up their collaboration believe that UK business can gain much in learning and using this form of collaboration.
The history of ‘shareholder value’
Authors: Kippenberger T
Published: May 2004

Profiles shareholder value and how it began with Du Pont, back in the 1920s, a US firm held up as an ideal of advanced management practice, who started measuring investment returns (referred to then as returns on investment or ROI), which was initially called the ‘Du Pont formula’. Elaborates, in detail, all of the relevant information regarding the formative years of this system. Concludes that the subject of shareholder value, through its rapidly‐increased use in the ‘Financial Times’ (a figure accentuates this), has reached a new level — from hardly mentioned ten years ago to currently more than once per day on average.
Corporate value creation needs bespoke treatment
Authors: Kippenberger T
Published: May 2004

Chronicles value‐based management (VBM) as it is approached by Boston Consulting Group (BCG) and uses figures to add emphasis to this system. States that the yardstick used by BCG is total shareholder return (TSR), giving historic appraisal and comparison between companies. Demonstrates that TSR is an objective function that is appropriate only at the corporate level. Believes that companies with top quartile TSR's usually have some factors in common, e.g. good management, sound strategies and competitive operating skills. Concludes BCG have no particular doctrine as consultants but try to work with both managing director and finance director to ease their individual company concerns and always focusing on behavioural consequences of making changes.
The city 2: are earnings per share old hat?
Authors: Kippenberger T
Published: May 2004

Spotlights Janette Rutterford, Abbey National Professor at the Open University Business School — responsible for producing a corporate finance MBA course and lists her other achievements in full. Chronicles the major part of the article as a question and answer piece involving discussion on EVA and TSR plus other financial terminology in details.
Blue Circle builds a virtuous circle
Authors: Kippenberger T
Published: May 2004

Chronicles a question and answer piece between Alistair Cox, group strategy director of BCI (Blue Circle Industries) and ‘The Antidote’. States that BCI plc is the parent group of an international group of companies with core business in the manufacture and sale of building materials, heating and bathroom products, it is also a landowner of 33,000 acres in Europe. Commends the use of an explanatory figure in addition to the rest of the instructive and interesting piece.
The hunt for core competencies
Authors: Kippenberger T
Published: May 2004

Expresses concern about large corporations' ability to maintain their competitive edge in view of smaller resource‐limited competitors (mainly Japanese) successfully challenging these giants. Uses a figure to explain relationships between core competencies, core products or platforms, business units and end products. Concludes that Hamel and Prahalad's ideas may be expanded here but that their approach could almost be explained as philosophers and mystics, or evangelical gurus ‘whipping up a storm of revolution’.
The road to the ‘knowledge society’
Authors: Kippenberger T
Published: May 2004

Advocates that today's managers have to turn inventions and new ideas into profitable product streams, e.g. they have to innovate. Delves into the beginnings of knowledge — carrying it through the early technology revolution in continental Europe in the 1970s, on to the Industrial Revolution which took place in Britain in the late 1700s to early 1800s, and on to the productivity revolution, with F W Taylor at the forefront, and finally the management revolution from the 1950s onwards. Argues that today management means supplying knowledge to find out how existing knowledge can best be applied to produce results.
The skills gap and a training conundrum
Authors: Kippenberger T
Published: May 2004

Homes in on the skills gap in the UK, showing that in 1996 one‐fifth of 4,000 employees interviewed believed there was a skills gap. Highlights the 791 employees who believed this who were asked which skills were lacking, and uses a Figure to help explain the results. Refers to the fact that a large number of employers (988) stated there was a gap in skills among young people and uses a second Figure to emphasize this. Concludes that the problem in the UK is one of managerial failure as much as market failure — a lack of demand for skilled people.
Searching for the ‘Holy Grail’ at ICL
Authors: Kippenberger T
Published: May 2004

Analyses ICL (formerly International Computers, Ltd), founded in 1968, which was taken over (90.1%) by Fujitsu, that operates in over 80 countries and employs 21,000 people — mostly in Europe. Believes that implementing knowledge management — as a key business process — can aid in organizational learning. Comments on Elizabeth Lank, programme director, knowledge management at ICL, whose mission (Holy Grail) is to focus management attention on identifying, managing and sharing knowledge ideas and expertise as a key asset throughout ICL. Further discusses the programme to implement a knowledge management programme in ICL, plus possible hurdles. Warns there are major traps on the way to grasping this particular Holy Grail.
Making a difference — a common thread among many definitions of leadership
Authors: Kippenberger T
Published: May 2004

States that the nature of the workplace is changing rapidly with top‐down leadership no longer relevant. Believes that leaders have to have the kind of vision that transcends the mundane, everyday happenings. Determines leaders need to be highly principled, with integrity and unafraid of taking risks or responsibility. Advocates that there may be born leaders but leadership must and can be learned.
Problems with top management teams
Authors: Kippenberger T
Published: May 2004

Records that a capable and effective top management team's CEO may be unprepared for team problems. Gives research details from in‐depth interviews with 23 chief executives based in both the USA and Europe, from a wide range of industries. Postulates that there appeared to be no correlation between size of team and size of organization. Goes on to give problems and answer paragraphs to explain various areas for the executives. Uses an information panel for further discussion.
Leadership in a time of crisis
Authors: Kippenberger T
Published: May 2004

Concentrates on the Cuban Missile Crisis of 1962, using a number of sources, recreating the background, to provide an event diary (from the US perspective), and looking at lessons that could be drawn. Investigates how the events led up to the Bay of Pigs invasion and goes on to give in‐depth explanations of how President John F Kennedy and the US ExComm (Executive Committee of the National Security Council) made their decisions and how close the world came to World War III with Russia. Goes on to sum up Kennedy's clear sense of leadership and hope inspired by his handling of the crisis.
Transaction costs — explaining the shape you're in
Authors: Kippenberger T
Published: May 2004

Describes an overview of a substantial body of theory, whose importance lies in the concept, not the detail. States one of the bugbears of joint ventures is the worry that a partner may have a hidden agenda. Posits many alliances are formed to gain access to specific assets, but access is different to ownership. Concludes firms should be structured and organized in such a way that rationality is enhanced and opportunistic self‐interest reduced.
The Prisoner's Dilemma
Authors: Kippenberger T
Published: May 2004

Uses ‘The Prisoner's Dilemma’ (attributed to Albert Tucker) to explain game theory — showing achieving co‐operation is a fundamental management problem, which reveals itself clearly in alliances and joint ventures — each firm enters a joint venture unsure of how the other will behave. Concludes that any joint venture set up for a limited period will cause strategic manoeuvring towards the end of its life — and if that is likely to be the case, the manoeuvring may well start straight away.
Collaborating to compete: cross‐border alliances
Authors: Kippenberger T
Published: May 2004

Sets out to show that although strategic alliances do represent challenges for managers, they are a useful vehicle for international strategy. Finds that the average life span of a cross‐border alliance is about seven years but only about half of them are successful and, moreover, 66% of alliances run into serious managerial or financial problems within the first two years and nearly 80% terminate when one of the partners acquires the venture. Concludes with a panel (covering two pages) espousing that managers need to monitor evolving alliances to safeguard their own long‐term strategic interests.
The value chain's legacy
Authors: Kippenberger T
Published: May 2004

Suggests that firms in the same industry adopt differing approaches to products, distribution and organizational structures and that these differences, within similar market environments, came to be known as strategies. Argues that, to be successful in a competitive free market, companies should position themselves as either cost leaders or differentiators — depending on which of these two was decided on. Believes there are shortcomings in strategic value chain's poor applicability to service industries, but suggests it is all part of the change occurring since Porter's 1985 book, ‘Competitive Strategy’.
A cola's cans long and weary journey
Authors: Kippenberger T
Published: May 2004

Investigates the production sequence of cola cans (and their contents) from the raw process of the liquid to the final filling and arrival at the warehouse of the supermarket's distribution centres, and from there to individual stores. Sums up that consumers are more likely to argue about which cola tastes the better, rather than worry about the rest of the process or the speed of production!
A little coastal erosion in a changing landscape?
Authors: Kippenberger T
Published: May 2004

States that, despite what many a business school's curriculum or management consultant's product may suggest, management does not fit easily into discrete packages. Posits partnering brings all the benefits of collaborative working, agreed objectives, mutual learning, creativity and innovation, as well as greater efficiency and effectiveness. Looks at how BA, Heinz, Campbell's, Lloyds TSB, Nike, Sun Microsystems, and Virgin operate and their individual styles. Sums up, that as more companies develop new found cross‐boundary management skills and previously unlikely partners form unlikely alliances, perhaps it should be stated that a deal is a deal — not a strategy.
Partnership sourcing: making the right connections
Authors: Gould B
Published: May 2004

Notes that, in US manufacturing, suppliers are paid a total of about one half of a firm's revenues — therefore a firm that co‐operates with all of its suppliers doubles its competitive resources on the supply side of its value chain. Believes competition is driving supply chains into integration and to deliver maximum value from its own suppliers. Promotes customer‐supplier alliances because they concern the value chain as a whole, often requiring close relationships with other value chain participants beyond the firm's own immediate customers and suppliers.
Category management: the limits of partnering
Authors: Kippenberger T
Published: May 2004

Describes category management as a US invention based on the concept of a business partnership between two naturally adversarial groups — specifically, retailers and manufacturers. Asserts category management partnerships remain rare — even those companies who have taken the greatest steps towards strategic, integrated and exclusive relationships with their retailers still avoid certain areas of joint development of new products. Concludes that once choice of a strategic role has been made, manufacturers have to face the real organizational challenges of turning strategy into measurable performance benefits.
Incompetence and outsourcing: running backwards in the race to learn
Authors: Gould B
Published: May 2004

Argues that many firms have progressively destroyed the foundations of their competitive advantage by incrementally outsourcing such key competence‐sustaining activities. Distinguishes between ‘brand share’ — the quantity or market share of product sold under the corporation's brand, and the ‘manufacturing share’ — the proportion of the market that is internally produced by the firm. Sums up, that, although users of outsourcing take various steps to keep sensitive market information from outsource suppliers — the component or service provided by the supplier embodies valuable market information.
Marks & Spencer: a revolutionary in retailing
Authors: Kippenberger T
Published: May 2004

Concentrates on Marks & Spencer, which is frequently quoted as a textbook example of good management practice — although started in 1884 by a man who could neither read nor write English (Michael Marks, 19, a Russian émigré). Gives full descriptions of how the business started in Leeds — with all goods a penny! Discusses how the company developed with Thomas Spencer coming ‘on board’ in 1894. Concludes that the company has continued to innovate in not only clothing but also fresh, chilled and convenience foods, as well as moving into financial services and mail order markets.
Survival of the fittest: learning to survive
Authors: Kippenberger T
Published: May 2004

Details that, as a response to the 1973 oil crisis Royal Dutch/Shell, the joint Anglo‐Dutch international company (formed 1907) diversified into metals, nuclear power and several other new business areas — but some of these proved problematical. Looks at some of Shell's moves in various concerns and acquisitions but states that in a highly competitive world, survival is based on learning.
A prophet is not without honour, save in his own country: The story of Professor Reg Revans
Authors: Kippenberger T
Published: May 2004

Profiles Professor Reg Revans — the father of action learning — who does not seem to have been given the recognition he deserves in the UK, and aims to put the record straight here. Contends that many of Revans' ideas have been picked up and incorporated, over time, into a lot of today's accepted management techniques. Sets out Reg Revans' beliefs that action learning is a process of inquiry, beginning with the experience of not knowing what to do next and finding that an answer is not available from current expertise. Concludes that the typical implementation of action learning is usually grown through small learning sets of 5‐6 people — joint questioning takes place and action is generated and discussed.
How do you value knowledge?
Authors: Kippenberger T
Published: May 2004

Discusses how to manage knowledge and states that it is managers themselves who seem to have taken on this mantle. Describes management as supplying knowledge to find out how existing knowledge can best be applied to produce results. Posits that the term, knowledge management, while accurately reflecting what it means — the management of knowledge — is being used as an all‐encompassing term. Concludes with the view that knowledge management is the collection of processes that govern and fulfil organizational objectives.
Knowledge management: the current state of play
Authors: Kippenberger T
Published: May 2004

Discusses a survey, carried out by Cranfield School of Management for the Xerox Corporation, of senior executives in 100 large and medium‐sized companies in the UK, Germany, France, Ireland, Benelux and Scandinavia. Used face‐to‐face interviews, review of academic and specialist literature, further refined after 10 multinationals' individuals were studied. Provides a valuable snapshot of the current state of knowledge management in a cross‐section of European companies.
Pioneers in a practitioner‐led development
Authors: Kippenberger T
Published: May 2004

Analyses three appointments in different countries by three organizations — Skandia, Dow Chemical Co., and the Canadian Imperial Bank of Commerce's Leadership Centre. Looks at the way the appointee's (Leif Edvinsson, Gordon Petrash and Hubert Saint‐Onge) have applied their thinking.
Don't underestimate the role of tacit knowledge
Authors: Kippenberger T
Published: May 2004

Concentrates on the concept of tacit knowledge and believes that its role within organizations is underestimated and its effects, for both good and ill, seriously misunderstood. States that, in a business context, tacit knowledge exists at two levels: individual level and organizational level. Uses figures and tables to emphasize arguments within. Warrants that the active management of tacit knowledge should be assured.
Focusing on what to sell (or buy)
Authors: Kippenberger T
Published: May 2004

Contends that a continuous process of value‐destruction lurks in many diversified corporates, causing the HQ to depress the performance of subsidiaries, invisibly and inevitably. Cites evidence from research to argue that many big US and UK companies are ripe for demerger. Sums up, that for success and shareholder returns, it is best to be simple, focused, profitable and large.