bluuebunny/crossref_metadata_2025 huggingface dataset:
Combining quantitative and qualitative methodologies in logistics research
Authors: Mangan John , Lalwani Chandra , Gardner Bernard
Published: September 2004

The majority of logistics research is primarily populated by quantitative research viewed through a positivist lens. Increasingly, there are calls for logistics research to more frequently employ qualitative methodologies. The trend in management research generally is increasingly to use methods and approaches which provide a middle ground between the contrasting positivist and phenomenological paradigms and perspectives. Methodological triangulation, using quantitative and qualitative methodologies, increasingly provides multidimensional insights into many management research problems. This paper urges logistics researchers to think about the paradigm through which they view the world and to explore the use of alternative methodologies. If the ultimate aim is to gain knowledge about the world then one needs to do this in the most valid way possible. This paper describes the dominant research paradigms and perspectives and their generally concomitant research methodologies and describes some research (decision‐making concerning choice of ports/ferries) where methodological triangulation, using quantitative and qualitative methodologies, yielded greater insights than would have been the case if a single research methodology had been employed.
North American inland port development: international vs domestic shipper preferences
Authors: Walter Clyde Kenneth , Poist Richard F.
Published: September 2004

Changes in US transportation policy and changing freight flows influenced by NAFTA have refocused the attention of interior states on their transportation infrastructure. Shippers in the landlocked Midwest of the USA have inquired into the feasibility of inland ports that better facilitate domestic and global commerce by providing shared facilities and services. As such, these inland ports represent one‐stop shopping for various transportation and logistics‐related services. The present study asked central Iowa shippers about their perceptions of and preferences for a proposed inland port. The respondents were categorized as either “international” (i.e. companies that export and/or import, and those planning to) or “domestic‐only” (firms with no international operations nor plans to export or import). The results will assist policy makers and investors to develop an implementation strategy for an inland port, and to identify potential customers for specific port features and services.
Total quality management in UK service organisations: some key findings from a survey
Authors: Hing Yee Tsang Joanna , Antony Jiju
Published: September 2004

Total quality management (TQM) is an integrative management philosophy aimed at continuously improving the performance of products, processes and services to achieve and surpass customer expectations. In this paper, the TQM practices in the UK service industry are analysed, based on a survey of 25 service companies. The results presented here are focused on 11 critical factors of quality management: customer focus, continuous improvement, teamwork and involvement, top management commitment and recognition, training and development, quality systems and policies, supervisory leadership, communication within the company, supplier partnership or supplier management, measurement and feedback and cultural change. It was found that customer focus is the most successful driven factor for TQM programs in UK service organisations. Moreover, supplier partnership or supplier management is the least important factor.
Survey timing and consumer perceptions of service quality: an overview of empirical evidence
Authors: O’Neill Martin , Palmer Adrian
Published: September 2004

Reports on a program of research to learn more about the effects of survey timing on customers’ perceptions of service quality. Argues that an individual’s perceptions of service quality may not be stable over time and that suppliers should be particularly interested in consumers’ perceptions at the time that the next re‐purchase decision is made, rather than the period immediately following consumption. Reports empirical evidence on a number of studies from the hospitality, tourism and higher education sectors in Western Australia. States that results to date cast doubt on the wisdom of the traditional exit survey approach to service quality assessment. Warns that the information derived from the traditional exit survey may not necessarily bear any relation to the chances of converting one time customers into lifetime customers. It follows that the major pre‐occupation of many organisations with measuring perceptions during or immediately following service consumption may have little relevance to service quality perceptions which are important in subsequently forming future re‐purchase intentions.
Advent of e‐business concepts in legal services and its impact on the quality of service
Authors: Muir Lindsey , Douglas Alex
Published: September 2004

This paper examines the rise of electronic‐commerce and its implications for quality and service delivery with particular reference to its impact on legal services. E‐commerce is growing at a phenomenal rate with more organisations offering their goods and services on‐line every day. Importantly, this growth is being matched by the number of people gaining access to the Internet in a variety of ways. E‐commerce offers both opportunities and threats to law firms. The main threat is identified as coming from on‐line competitors offering reduced prices and higher customer services. This competition is forcing law firms to change their attitude to new technology generally and the Internet in particular. A Web presence allows legal practices to be more transparent and to offer greater access to information to customers by way of improving their services. This improved communication may lead to a reduction in complaints against solicitors. The paper concludes that the Internet will have a profound effect on the way private law firms conduct business.
Customer value creation business through learning processes with customers: case studies of venture businesses in Japan
Authors: Kodama Mitsuru
Published: September 2004

This article discusses business processes that are capable of creating new value with many new customers and in which enterprises and customers both achieve innovation through the provision of new services by the enterprise. Examples of innovation that venture companies providing IT‐based multimedia services have experienced over the past three years in Japan through mutual learning with customers are taken as case studies. In the last few years, Japan has seen rapid growth in the multipoint connection service market associated with multimedia videoconferencing systems. Behind this trend was the birth and explosive growth of the multipoint video communications market, which was initiated by NTT, Japan’s largest telecommunications carrier, in alliance with a joint venture business (NTT Phoenix Network Communication Inc.: hereafter, NTT Phoenix) comprised of heterogeneous US‐Japanese joint businesses. This article takes up the case of the world’s largest multipoint connection venture business, and considers how an NTT Phoenix’s customer value creation‐type business created a new video network service market in Japan.
Exploring international tourists' perceptions of hotel operations by using a modified SERVQUAL approach – a case study of Mauritius
Authors: Devi Juwaheer Thanika
Published: September 2004

Given the strategic importance of service quality in hotels of Mauritius, this paper investigates the perceptions of international tourists in hotels of Mauritius by employing a modified SERVQUAL approach Using a principal component factor analysis with a Varimax rotation technique, this study identifies nine hotel factors out of 39 hotel attributes and determines the levels of satisfaction among international tourists and their overall evaluation of service quality prevailing in the hotels. The results from the regression analysis suggest that the overall level of service quality is primarily derived from the “Reliability” factor. This study is strategically and managerially important to the hotel industry in Mauritius. From the results of the study, hotel managers can focus their efforts to provide quality service and facilities that international tourists perceive as being important in determining their overall service quality of the hotels.
Cultural similarity and service leadership: a look at the cruise industry
Authors: Testa Mark R.
Published: September 2004

Cultural diversity continues to be a pressing issue in managing service quality, particularly in the cruise industry. As a result of recent growth, many cruise lines recruit from as many as 100 different nations. The result is a truly multicultural environment in which supervisors and subordinates may maintain very different national and ethnic cultures. This study sampled 313 high customer contact cruise line managers and assessed whether similarity in national culture between service leaders and subordinates impacted perceived leadership style, goal clarity and organizational satisfaction. It was determined that employees who reported to managers from the same country reported higher levels of consideration behaviors on the part of their manager and higher overall organizational satisfaction. Based on these findings, recommendations are made for managing within the diverse service environment.
A customer‐oriented service‐enhancement system for the public sector
Authors: Chen Chi‐Kuang , Yu Chang‐Hsi , Yang Shiow‐Jiuan , Chang Hsiu‐Chen
Published: September 2004

This paper develops a customer‐oriented service model for the public sector. Although customer‐oriented service models have become popular since 1980, most studies have been restricted to the private sector. In addition, they have emphasised the management of service operations rather than system design. This paper proposes a customer‐oriented service‐enhancement system (COSES) for the public sector. The model employs two dimensions: design and management of a customer‐oriented service system; and the fostering of organizational service culture. In this COSES model, the best practices of public agencies are empirically examined with respect to: the types of customer‐oriented service activities that can be developed; and how they can be developed.
Developing customer oriented service: a case study
Authors: Rahman Zillur
Published: September 2004

In today's competitive market, the purpose of a firm should be read as “creating loyal customers”. Therefore, for sustainable competitive advantage, a firm should be able to create and retain customers. One of the necessary conditions for this is that a firm's offerings must be able to meet customers' needs and wants. For product planning and development, a firm needs to know what customers want from a product. The objective of this paper is to analyze the notion of customer satisfaction and to discuss the viability of quality as a source of sustainable competitive advantage. Further, how a well‐known quality technique can be adopted for use in service environment and for development of customer focused service is also demonstrated.
Putting People First – Making the Most of Human Resources
Authors: Macdonald John
Published: September 2004

Examines the process of implementing a TQM programme and its management.
Suggests that although managers recognize a need for change they do not
appreciate the amount of change needed in their own behaviour and
actions. Proposes that future management philosophy should be based on
the bonding between management and workers. Goes on to investigate the
importance of this, concluding that management should recognize that
their workers are their major and most important resource.
The Safeway Culture – Quality Management in Retailing
Authors: Cumming Denis
Published: September 2004

Examines Safeway as a national company and the services which it
provides. Investigates its management system which is called “The Safeway
Culture” in the light of their recent acquisition by the Argyll Group.
Shows how quality is maintained within Safeway’s retailing sector.
Concludes that success is maintained by a regard for moral as well as
legal responsibilities, through providing customers with the best deal
possible.
Beyond the Yellow Brick Road
Authors: Johns Nick , Wildblood Sue
Published: September 2004

Investigates the process of installing quality improvement at Design to
Distribution Ltd (D2D), a subsidiary of the ICL group. Maintains that
this was achieved by means of a major culture change – by educating its
workforce. Goes on to explain how this was implemented by the use of the
European Foundation for Quality Management (EFQM) model. Concludes that
“change is a friend, not an enemy” and that it should be welcomed.
Service Quality in the Northern Ireland Hospitality Industry
Authors: O’Neill Martin , Watson Helen , McKenna Margaret
Published: September 2004

The international demand for products and services no longer happens
automatically; it has to be created. Consumers are increasingly becoming
more sophisticated in the standards which they expect and more vocal
about products and services which do not meet their requirements in
terms of choice and quality. This applies to a whole range of products
and services including those provided by the hospitality industry.
Managements are constantly striving to meet customer requirements and in
an effort to fulfil this objective have turned to a wide continuum of
theories and practices such as quality circles, etc. Total quality is
one of the latest concepts to have found favour in the world of
management as a means to maintain, increase and consolidate market
share. Examines the importance of the quality issue in the service
sector of the economy. Commences with an exposition of the main
principles of quality management and goes on to discuss two examples of
particular importance to the hospitality industry in Northern Ireland by
focusing on two cases located in different sectors of the industry.
TQM at the University of Pennsylvania
Authors: Kleindorfer Paul R.
Published: September 2004

The University of Pennsylvania is committed to total quality management.
Describes the genesis of the TQM effort in the administrations of the
University and in the Wharton School’s MBA curriculum which has been
developed using TQM principles. Describes these early activities,
together with their growing impact on the deployment of TQM to other
schools and areas in the University.
Service Integrity
Authors: Scheuing Eberhard E. , Edvardsson Bo
Published: September 2004

An important but much neglected aspect of service quality is integrity.
Discusses the nature and benefits of service integrity. Begins by
discussing what service integrity is and why it is important. Describes
and discusses integrity breakdowns and the business benefits of service
integrity. Concludes with some guidelines on how to manage service
integrity and suggestions for further research.
Managing People and Quality in a Climate of Change
Authors: Donnelly Mike
Published: September 2004

Scottish local government over the past 15 years has experienced almost
continual pressure for change. Examines the outcome of a seminar with
professionals in local government which considered those factors which
affect staff motivation and morale in this climate of change. One
question examined was the extent to which the increasing importance
assigned by senior managers to quality, and to people as customers, has
penetrated the internal management practices of their organizations.
Examines a survey of the seminar to highlight the need to refocus
attention continually on staffing issues when considering service
quality and performance.
The case for customer satisfaction
Authors: Taylor Chris
Published: September 2004

Explains why customer satisfaction has become important in the
business world. Examines definitions of quality and then presents four
problems which affect customer expectations. Concludes that through
reaching customer expectations a company can improve quality internally.
World‐class operators: profiles of the 1994 Baldrige winners
Authors: Taylor Chris
Published: September 2004

Customer focus and satisfaction is a key category in the Baldrige
award scheme. Provides a profile of the 1994 winners in each of the
three categories: manufacturing, service, and small businesses. Analyses
in each case the factors that have enabled the company to score highly
on customer satisfaction.
Quality involves everyone: how Paul Revere discovered
“quality has value”
Authors: Townsend Patrick
Published: September 2004

In 1983 the Paul Revere insurance company had fallen from its
position as market leader, an occurrence which acted as catalyst for the
“quality‐has‐value” programme. Describes the company’s
quality process, the phases through which staff go before attaining the
“right attitude” and the whole process of implementation.
Although the company has now regained its position of market leader, the
“quality‐has‐value” programme continues.
The quality mirror: reflecting on improvement
Authors: Steeples Marion M.
Published: September 2004

Discusses firms’ inability to achieve quality via numerous
processes, owing to a lack of practical advice. Outlines areas in which
results are important; states that the system must be diagnostic.
Recommends quality self‐assessment to help firms to implement quality
processes. Describes the processes and results achieved by various
companies. Concludes that, if used properly, self‐assessment is an
invaluable tool which fulfils TQM’s critical requirements.
Building a customer‐focused local authority – in
Christchurch, New Zealand
Authors: Jones Christopher R.
Published: September 2004

Recounts Christchurch City Council’s attempt to develop a
comprehensive strategy through which all employees could focus on
improving performance in the varied areas of service to its internal and
external customers. Customer satisfaction and value for money were key
objectives, though the Council’s intention was to achieve them through
identifying “best practice” in the customer‐focused business
performance improvement in a local government context. Offers an
analysis of several features of the Christchurch improvement strategy
considered to be of particular interest to people working in or with
local government.
Using IDEAS to get started on benchmarking
Authors: Webster Calum , Lu Yi‐Chen
Published: September 2004

Presents a method of operational benchmarking especially suited to
those seeking a low profile or low key approach. Benchmarking is
interpreted in a broad sense, thus making the technique accessible to
those who would not want a large‐scale project. The IDEAS acronym
represents the inquiring, deciding, expanding, analysing and specifying
stages that would take the benchmarking organization to the point of
implementation. Describes a service quality case study to provide an
example of the method. The case study is an investigation of how to
improve counter service in banking and is based on research conducted in
Taiwan and Britain.
Total quality management in professional services: an
examination. Part 2
Authors: Harte H.G. , Dale B.G.
Published: September 2004

A study has been made of eight organizations which employ a large
number of professionals to examine how they have approached the
introduction of total quality management (TQM). Among the main findings
are that: TQM is not easily understood by professional people and is
often difficult to introduce owing to the autonomous nature of
professionals, some of whom view the concept as patronizing; for a TQM
initiative to be successful it must be introduced and developed using a
committed management who fully understand the concept and can apply it
to the complex work patterns of professional staff; and the basic
elements required to develop a strategy for introducing TQM in
professional services were identified as customers, culture and
structure. Also points out that a TQM framework/model which is specific
to professional services is needed to help managers understand the
various aspects of TQM, how they fit together, and the complexities of
the concept. This study is presented in two parts, the first of which
can be found in MSQVol. 5 No. 4.
Breaking the rules to success
Authors: Wong Anna , Kleiner Brian H.
Published: September 2004

Reports that for companies to succeed in today’s marketplace, they
must provide an increasingly sophisticated customer base with increasing
levels of quality and service. Suggests that in order to do this,
companies must install better equipment as well as creatively using
people management and motivations skills. Considers changes which have
occurred in the marketplace and highlights these changes by describing
the failure of the US motor industry after the post‐Second World War
boom, when the sale of luxury cars fell in 1970 under the pressure of
the oil crisis. Observes forces at work contributing to the demise of
large organizations. Concludes that successful companies need to break
old‐established rules to success and build new development strategies.
Data, the key to total quality
Authors: Choppin Jon
Published: September 2004

Continues the discussion of total quality through the imaginary
dialogue between the chief executive of Muddle Manufacturing Ltd and a
well‐known protagonist of common sense, TQM. Centres on seven questions
about the effective use of data. By responding to TQM’s questions the
chief executive finds himself developing a better understanding of data
handling.
Customer clubs – how Spies Hecker works on its relationships
Authors: Slight Sarah
Published: September 2004

Investigates how companies make customers feel welcome and ensure
customer loyalty through offering club membership. Describes book clubs
as an example. Lists a number of scenarios where customer clubs have an
important role to play. Assesses formats of clubs, stressing that the
main cost is selling the concept to the consumers. Lists key tasks to be
considered when planning a customer club. Reviews Spies Hecker’s Colour
Club, which offers members a unique range of colour resources to enable
them to improve colour matching performance as well as providing a
number of other benefits: an easy‐to‐use reference guide to refinishing
colours; exclusive access to a colour hotline; training vouchers; and
regular bulletins. Lists various benefits of club membership both to
Spies Hecker and the customer.
Productivity measurement in service operations: a case study from
the health‐care environment
Authors: Gupta Atul
Published: September 2004

Examines the issue of productivity measurement in service
operations. Proposes a dynamic model for productivity measurement in
service operations. This model is based on the idea that the intangible
output for service operations is the quality of their services and the
input is the level of skill of their employees. Both the skill level and
the quality are measured on the same scale. Bases the measurement of
service quality on the five dimensions suggested by Zeithaml and also
bases the measurement of the skill level of employees on a
six‐dimensional instrument which is developed here.
Troubles with TQM – Pirelli Cables Australia Limited
Authors: Dawson Patrick
Published: September 2004

A key strategic objective behind the introduction of TQM centres on
ensuring employee commitment and participation in continuous process
innovation for the purpose of improving operational efficiencies and
developing a competitive edge within the expanding and dynamic
marketplace. Although TQM has many of its roots in the principles of
total quality control, the main objectives of many current programmes
rest on revising existing organizational attitudes and belief systems.
Uses the experience of Pirelli Cables to describe employee responses to
the process of establishing a “quality culture” and to
illustrate how Japanese TQM programmes may not be well suited to
building employee commitment within an Australian workforce which is
culturally very diverse.
Managing service quality in HE: is SERVQUAL the answer? Part 1
Authors: Cuthbert Peter F.
Published: September 2004

Explains the need for a valid and reliable instrument for course managers to evaluate their product through customer feedback as part of the system of quality assurance, and examines the justification for viewing higher education as a service provision with the student body as the customer. Provides a short review of the existing tools for measuring student experience, along with the rationale for testing a modified version of the SERVQUAL instrument. The instrument was completed by volunteers from three undergraduate degrees (n = 134) in class time just before the Christmas vacation. Analysis of the results revealed higher average perception scores than expectation scores on every dimension except tangibles. However, analysis also revealed rather lower reliability coefficients than those achieved by Parasuraman or later replication studies. Factor analysis did not support the original five SERVQUAL dimensions in line with other replication studies. Considers the reasons for the low reliability score and the different factor structure. In particular, proposes the modified instrument’s lack of focus on a specific aspect of the complex service experience as a possible source of error. Recommends that the elements of service quality should be revisited and a higher education‐specific instrument for course managers should be constructed.
Managing pollution efforts: how to turn pollution into profits ‐ part 1
Authors: Denton D. Keith
Published: September 2004

Contends that the environment is the vehicle to greater profits in the 1990s. States that organizations should comply with customer demands, and recent surveys show consumers are willing to pay more for environmentally‐friendly products. Covers areas such as managing vs. controlling pollution, cost minimization and life‐style costing. Concludes that waste and pollution reduction can cut costs and thus increase revenue.
Finding, training and keeping the best service workers
Authors: Kuemmler Karen , Kleiner Brian H.
Published: September 2004

According to the US Bureau of Labor Statistics, the service industry is responsible for over three‐fourths of all employment and is expected to account for all net job growth during the next decade. As this industry grows in size and economic importance, companies are rediscovering the value of those who deliver the service. As a result, experts believe survival for these businesses in the 1990s depends on creative approaches to finding, training, and retaining the best customer‐contact workers. While, unfortunately, most companies still view them as mindless robots, a few have managed to realize their importance and have made headway in encouraging them through conscientious management programmes. Their suggestions and examples can be a lesson to all.
Employee communications: how technology impacts on practice
Authors: Rudnick Michael
Published: September 2004

Describes the results of a research project to determine the use of technology in employee communication. Finds that e‐mail is the most widely used technology. Covers the links between technology and communications, changes linked to technology, and the concerns of communicators. Concludes with a brief examination of implications for employee communications.
New developments in customer service training
Authors: Mouawad Maya , Kleiner Brian H.
Published: September 2004

In today’s volatile economy, providing excellent customer service can be the critical difference between a company’s success and failure. Customers today are better educated than ever before. They are increasingly careful about purchases and the dollars they spend and want value for their money. Customers also want good service and are willing to pay for it. The level of courtesy and assistance required from a customer service representative has increased dramatically over the past decade as a result of the customer’s upgraded “acceptable” service standards; more skills are required, such as telephone courtesy and assistance, effective telemarketing skills, customer retention, problem‐solving capabilities, maintaining customer satisfaction, and effective use of available technology. As a result, companies in various industries are induced to provide distinguished customer service in order to remain competitive. Learning is taking on strategic importance. Demand for customer service training is higher than ever before. Such extraordinary commitment can be elicited only in the context of a corporate culture that emphasizes caring about employees and sharing of the service ethic by everyone in the organization ‐ starting with the CEO. A business which offers not just the bare‐bones basics but exceptional, value‐amplified service, which anticipates and caters to a whole range of customer needs and desires, sets itself far above the competition.
ICL High Performance Technology: winner of the 1995 UK Quality Award
Authors: Hinchcliffe Tom
Published: September 2004

Begins by outlining ICL High Performance Technology’s background and position in the market, and describing the company’s products. States that the company is in transition owing to the constantly changing business environment. Describes how and why ICL has developed a strong focus on quality and outlines the processes adopted to achieve this goal. These include self‐assessment and mobilizing the organization through awareness programmes and various displays as well as entering the UK Quality Awards. Describes ways in which the benefits were measured and key learning points. Concludes by suggesting the way forward.
The UK’s Automobile Association: empowering staff for customer retention
Authors: Currie Nigel
Published: September 2004

Gives a brief history of the Automobile Association (AA) before going on to describe the organization’s attitudes to issues of complaints and customer satisfaction. States that the entire workforce is empowered as part of the service quality culture and explains the reasons for this. Shows how quality service is essential, and how staff must be allowed to deal with each case individually to achieve this. Lists the “seven golden rules” in operation at the AA.
Keeping customers loyal at Liverpool Victoria Friendly Society
Authors: Hill Julie
Published: September 2004

Describes Liverpool Victoria’s recent attempts to improve customer loyalty. Outlines the company’s history and its traditional values and client base and shows how, in spite of very low brand awareness, the organization has retained many of its customers. With changing demographic patterns it has been necessary to update the company’s strategy and, in 1993, a marketing department was formed. It became clear that although the relationship between agents and clients was strong, that between agents and head office was non‐existent. Outlines ways in which a brand image has been developed.
Quality management through visionary leadership
Authors: Nwankwo Sonny , Richardson Bill
Published: September 2004

States that the importance of leadership in fostering a quality culture in organizations is widely acknowledged. However, research on leadership can be conducted at multiple levels of analysis. This has resulted in the complexity, diversity and ambiguity of information that typifies the leadership task. Identifies the visionary transformer leader as the requisite leadership type for achieving success through quality‐led strategic change. In the context of illustrations drawn from organizational experience of the past decade, and using Ansoff’s growth vector as an underpinner, discusses how visionary transformer leaders use quality management strategy to secure the future of their organizations.
The ethical route to service quality at John Lewis Partnership
Authors: Dandy Jonathan
Published: September 2004

Describes how John Lewis developed a strategy for service quality by ensuring that all staff feel valued, are well treated, well trained and given a sense of responsibility ‐ treat the staff right and they, in turn, will treat the customers right. Also points out that John Lewis places great emphasis on customer confidence and on complete honesty in all its trading operations and communications with the public.
AT&T (UK): negotiating quality through customer communications
Authors: Foxton John
Published: September 2004

At AT&T focus on the customer is paramount. Describes the “shared expectations” process to create ongoing, value‐adding relationships between customers and suppliers. Details four phases of the process: pre‐planning; the session; implementing actions, and continuous improvement. Also reports on a customer report card scheme, introduced to obtain better feedback from customers compared with independently conducted customer surveys.
How Skandia AFS defines and grows its customer base
Authors: Moberg Gunnar
Published: September 2004

Outlines AFS’s non‐hierarchical structure and the way AFS conducts its business by co‐operating with specialists to create competitive products. Describes how AFS defines and identifies its customer, and how it then uses that profile to gain new customers.
The route to TQM at American Express
Authors: Vendrig Lilyan
Published: September 2004

Describes how American Express recovered its top position and opened a wide gap between it and its competitors by using the framework American Express quality leadership (AEQL) and recognizing the importance of customer satisfaction.
The service concepts in practice: compromises in high street trading
Authors: Alistair T.
Published: September 2004

Describes the “high street trading exercise” and its value in revealing the theory of service management and the impact it has had on the student learning process. Also provides a means of researching particular perspectives on comparative service contexts.
Investing in people: a perspective from Northern Ireland tourism ‐ part I
Authors: O’Neill Martin A.
Published: September 2004

Describes recent developments in the Northern Ireland tourist industry (following the ceasefire), which led to a 67 per cent increase in holiday traffic in 1995, and the impact of the recent return to violence. Investors in People is seen as a way of overcoming some of the problems brought about by a lack of training in the Northern Ireland tourism sector. Initiatives included a regional training strategy, a tourism training plan and a total quality management initiative as well as adopting the Investors in People standard.
Gender on the agenda 2: unlearning gender blindness in management education
Authors: Mavin Sharon , Bryans Patricia , Waring Teresa
Published: September 2004

This paper argues that UK business and management schools continue to operate a gender blind approach (or at best gender neutral) to management education, research and the development of management theory. This echoes a pattern repeated in the practice of management, which closes down and inhibits opportunities for management to be “done differently” and for organizations to be different. Our aim in this paper is to critically scrutinise and enable a consciousness raising in ourselves and our audience by highlighting what we understand as gender blindness within management, management research and education. However, the issue of whether this gender blindness results from “not seeing”, “being unaware”, “suppressing gender” or “gender defensiveness” remains problematic. We conclude with a call for an “unlearning” and a “rethinking” of gender blind management education and provide some examples of how this might be achieved.
Cultural values as predictors of attitudes towards equality and diversity: a Canadian experience
Authors: Ng Eddy S.W. , Burke Ronald J.
Published: September 2004

This exploratory study examined the role of both gender and race/ethnicity, and their interaction, on cultural values likely to be related to attitudes toward equality and diversity and an attitude towards equality and diversity itself. Data were collected from 120 employees from a large financial institution in Canada. Non‐North Americans and non‐Caucasians held cultural values that were found to be associated with less support for equality. These findings suggest that additional efforts must be made to bring non‐Caucasians on side as companies attempt to create a level playing field for all employees.
Success factors for IS disaster recovery planning in Hong Kong
Authors: Chow Wing S.
Published: September 2004

The organization of information technology components into effective enterprise information systems is fast becoming a basic infra‐structural and operational necessity for every organization and business sector. These information systems must be well managed, cost‐efficient, legal, and safe. There is a growing reliance upon IT in many organizations to the point of mission‐criticality. Ideas from disaster recovery planning (DRP) can and should be applied to installed information systems and the new information services whose continuous and reliable functioning may be vital to the organization. This paper reviews the literature concerning the factors that have been identified as essential to the development of DRPs in organizations. As a result of a survey study of four business sectors in Hong Kong: banking, manufacturing, trading, and hotels – the top five critical factors for a successful DRP in information systems are identified with the preferred patterns of DRP identical for three of these sectors.
Security analysers: administrator assistants or hacker helpers?
Authors: Furnell Steven M. , Chiliarchaki Pelagia , Dowland Paul S.
Published: September 2004

Security analyser tools provide a useful means of automatically identifying, and potentially exploiting, vulnerabilities within computer systems and networks but they are also of assistance to hackers looking for ways to break in. The paper highlights the range of tools that are available and of potential use to both audiences and considers the extent to which each group is likely to benefit from them in practice. It is considered that the ease of use of tools such as Back Orifice 2000 provides a means by which even the relatively unskilled hacker may inflict damage upon a system. Although tools are generally equally available to hackers and administrators, the hacker community is likely to be more aware of the opportunities available. Even where adminstrators are aware of the existence of particular tools, survey results indicate that they make relatively limited use of them. Factors that may account for this include their overall workload and lack of security awareness. Appropriate countermeasures can be identified to combat the individual categories of tool, but the problem of ensuring that these safeguards are implemented still remains.
EDI Security Issues Can Be Overcome
Authors: Hains David
Published: September 2004

Technical problems of standardizing on adequate measures for security,
integrity and authentication constitute a major reason why EDI has been
slow to catch on. Describes the software and hardware tools developed
Stewart by ERACOM and its European associates to help implement
authenticity and security needs.
The Clipper Chip and the Price of Security in America
Authors: Butler James R. , Forcht Karen A.
Published: September 2004

The information explosion had led to the emergence of electronic crime
both in the transfer of electronic funds and the gaining of information.
Reports on the introduction of the clipper chip to protect information
and gives a discription of how it works, giving definitions of various
terms. Examines a number of problems associated with the chip: trade;
effectiveness; Constitutionality; reliability; necessity. Suggests
places of contact for further investigation and information.
Bridging the gaps
Authors: Whybrow Martin
Published: September 2004

Following recent London bomb attacks, examines the effectiveness of
disaster recovery plans and the services that were available to assist
recovery. Also explores the mid‐ and long‐term effects of the disaster
on some of the organizations which survived the bombings. Or did they?.
Testing the disaster recovery plan
Authors: Edwards Bruce , Cooper John
Published: September 2004

Organizations need to have undertaken an analysis of business risk
and to have formulated a recovery plan. However, only a small number of
businesses have made any attempt to minimize their risks and even fewer
have a recovery plan which has been tested. Most are a token gesture to
auditors. An out‐of‐date, untested plan can often be more dangerous than
not having a plan at all as it lulls the organization into a false sense
of security. But how do you test plans? If the strategy is to use a
computer‐processing facility in another place – perhaps a
commercial hot and cold site – the costs of regular testing can be
high and the disruption to the business great. In tight economic times,
senior management is too often prepared to gamble with the
organization′s future. Develops a testing methodology, based on many
years of designing plans and hands‐on testing, which reduces costs by
breaking down the test procedure into components, modules and full
tests.
Chief information officer ABCs
Authors: May Thornton A.
Published: September 2004

Defining the role of a chief information officer (CIO) cannot be
comprehensively dealt with in one article. Offers an “A‐Z”
of suggested primary functions/objectives; which could be a useful aid
to self‐appraisal for all CIOs.
The Thornton May Files
Authors: May Thornton A.
Published: September 2004

Provides commentary and insight on a range of management issues in the information technology world. Hypothesizes on the future of paper in an electronic world; and takes a position on the emerging classes in an increasingly technologically‐oriented society.
Information owners, custodians and users
Authors: Cresson Wood Charles
Published: September 2004

Defines a frequently encountered method for assigning information security responsibilities involving three terms: “owners”; “custodians”; and “users”. The objective of this responsibility assignment is clearly to indicate “where the buck stops”; owners being ultimately responsible for certain information, including its security. Custodians are actually in possession of it and implement and administer controls over it, according to owner instructions. Users are given access to data within guidelines from the owner.Quality indicators Research implications** Practice implications** Originality** Readability***
Driving safely on the information superhighway
Authors: von Solms Rossouw
Published: September 2004

Information technology (IT) has become part and parcel of the business world today. In fact, it will continue to become an even larger factor in the future. Organizations will interlink their IT systems as a result of linking to the Internet, electronic data interchange (EDI), electronic funds transfer at point of sale (EFTPoS), etc. All of this might hold an information security risk for an organization. Organizations attempt to secure their own IT environment, but they have little control over the IT systems they link with. If those external IT environments are insecure, they might pose a threat to the IT systems in the host environment. Organizations would like to obtain some proof that the IT systems of their business partners are secure before they link with their individual systems. Such a proof can only be given through some security evaluation and certification process. Shows and explains the need for such a process.
Control of the Internet
Authors: Forcht Karen , Saunders Thomas Daphyne , Usry Mark L. , Egan Kelly
Published: September 2004

Investigates the information highway and all of its various components, and wonders how the Internet will affect the way in which people live. Shows that there are many problems to be resolved before open use can be granted, regarding unscrupulous users and misuse. Concludes that the field is growing at such a rate that the many legal questions spawned need to be addressed, in particular by participants.
Managing knowledge and intellectual capital for improved organizational innovations in the construction industry: an examination of critical success factors
Authors: Egbu Charles O.
Published: September 2004

Innovation is viewed as a major source of competitive advantage and is perceived to be a pre‐requisite for organizational success and survival. The ability to innovate depends largely on the way in which an organisation uses and exploits the resources available to it. The paper explores the importance of knowledge management (KM) and intellectual capital (IC) in organisations. It also considers the critical factors that lead to successful innovations and the role of KM and IC in this regard. The paper argues that effective management of knowledge assets involves a holistic approach to a host of factors. It is also suggested that there are a host of factors that combine in different ways to produce successful organizational innovations. It recommends that more is needed on the education and training of construction personnel and that these education and training programmes should reflect the nature of innovation and KM dimensions as very complex social processes.
Integrating procurement and operational innovations for construction industry development
Authors: Kumaraswamy Mohan , Love Peter E.D. , Dulaimi Mohammed , Rahman Motiar
Published: September 2004

Uncertainty of eventual outcomes coupled with a reluctance to embark upon potentially long learning curves, have militated against much‐needed holistic innovations in our instant‐results‐oriented construction industry. While sporadic initiatives towards new organizational and/or contractual arrangements have enabled incremental improvements in some scenarios, the increasing demand for step gains in construction industry performance levels evidently envisages a more solid launching pad with re‐engineered paradigmatic foundations. Initial investigations suggest that the foregoing desired goals may be achieved together. Finally, a conceptual model that coherently synergises these strategies for institutional and industry development is presented and discussed.
The role of technology transfer in innovation within small construction firms
Authors: Sexton Martin , Barrett Peter
Published: September 2004

Findings were drawn from an 18 month research project involving in‐depth case study and action research fieldwork with seven small construction companies to understand the role and significance of innovation for them. A key finding of the work has been the importance of the role of effective technology transfer in the innovation process. The “organizational factors of innovation” model is presented as an analytical and prescriptive tool to assist small construction firms to understand better and manage the technology transfer process. The utility and application of the model is illustrated with a case study.
Technology‐based learning and the project manager
Authors: Ellis Robert C.T. , Wood Gerard D. , Thorpe Tony
Published: September 2004

Construction is a project‐oriented industry that benefits from both the technical and interpersonal skills that a project manager has to offer. Increasingly, project management is viewed as being an integrated process relevant throughout the project lifecycle, which necessarily draws upon a broad range of knowledge and abilities. It is imperative that project managers, therefore, have ready access to education and training programmes that enable them to update their skills. This paper compares a new distance learning project management educational software application with a traditional multiple‐media resource and a well‐established postgraduate module delivered in part‐time mode to establish the pedagogic effectiveness of distributed interactive multimedia. An analysis of quantitative data generated over a two‐year period finds that whilst learning and confidence gains occur in all delivery modes, there is no significant difference in the academic performance of students between the traditional control and distance learning experimental groups.