bluuebunny/crossref_metadata_2025 huggingface dataset:
Value orientations as predictors of cultural and business impact
Authors: Fish Alan , Bhanugopan Ramudu , Cogin Julie
Published: February 2008

Purpose

This research was undertaken to further understand a “values” based taxonomy designed to assess the “cultural and business suitability” of managers for appointment to cross‐border business and management roles. In particular, this paper aims to explore the extrapolative and interrelated nature of a two‐dimensional bipolar taxonomy of value orientations; as well as the nature and strength of the relationship between the model's predictors.

Design/methodology/approach

A sample of 262 cross‐border managers working for a large transnational American owned logistics firm responded to this study. The group completed a questionnaire based on a two‐dimensional taxonomy of value orientations. The dimensions tested were first a manager's values viz., their potential “National Identity”. Secondly, a manager's values vis., their potential “Cross‐Border Business Focus”. Factor analysis and canonical correlations were employed to identify key factor constructs and then to evaluate the measurement fit between the constructs; also to examine any significant relationship between the identified constructs.

Findings

Results support both the extrapolative and interrelated nature of the taxonomy with significant results (p<0.05) confirming the strength of the relationships between the identified constructs as potential predictors of “cultural and business impact” and hence “individual suitability” for cross‐border assignments.

Research limitations/implications

Whilst the research is limited to one large US‐owned transnational logistics firm, the diversity of respondents with respect to cultural background; age, gender and amount of experience has not impacted results. Results suggest that awareness of both a manager's “National Identity” and “Cross‐Border Business Focus”, may provide useful additional information vis., a manager's cultural and business impact and hence assist in the selection of managers for cross‐border assignments.

Originality/value

Results appear to provide useful insights into the potential “cultural and business suitability” of managers; as well as the early identification of managers, for important cross‐border business and management assignments.
Perceived barriers to organizational creativity
Authors: Mostafa Mohamed M. , El‐Masry Ahmed
Published: February 2008

Purpose

The overall purpose of this research is to further the understanding of how future marketing managers in Egypt and the UK perceive creativity barriers. The paper also examines the construct validity of the barriers to creativity scale in an Arab non‐Western context.

Design/methodology/approach

A sample of 125 respondents was used to achieve the research purpose. Respondents completed a 17‐item instrument designed to assess barriers to creativity in business organizations.

Findings

Discriminant analysis results showed that Egyptians differ from British with respect to their attitudes towards organizational creativity barriers.t‐test procedure confirmed also that gender and age have significant effects on the attitudes towards creativity barriers.

Originality/value

This study has provided some insights into the factors associated with organizational creativity barriers in Egypt and the UK. The more is known of how future managers perceive creativity barriers, the more quickly and efficiently creativity can be stimulated.
Are managerial gender stereotypes universal?
Authors: de Pillis Emmeline , Kernochan Richard , Meilich Ofer , Prosser Elise , Whiting Victoria
Published: February 2008

Purpose

The purpose of this paper is to compare the extent to which the stereotype of “manager” aligns with the stereotype of “male” in the Continental United States (CUS) and Hawai’i.

Design/methodology/approach

In total, 176 male and 187 female business undergraduates in Hawai’i and the CUS were asked to describe either a manager, a male manager, or a female manager using the 92‐item Schein Descriptive Index.

Findings

Men and women in Hawai’i, and women in the CUS, did not report a strong “think manager  =   think male” bias, but male participants in the CUS did: These men described hypothetical female managers as comparatively obedient, submissive, timid, reserved, fearful, uncertain, passive, and interested in their own appearance. They rated male managers as relatively more firm, independent, persistent, self‐reliant, and having a high need for achievement.

Research limitations/implications

The relative lack of a “think manager  =   think male” bias in Hawai’i is remarkable, since this bias is observed worldwide. Further investigation would confirm or clarify these findings.

Practical implications

Stereotypical views persist among some of our future business leaders, but are not universal. Educators and businesspeople should be aware of the strong “think manager  =   think male” bias still extant among male business students in the CUS.

Originality/value

Although the persistence of the “think manager  =   think male” stereotype is troubling, this stereotype is not universal. While past cross‐cultural investigations treat the US’ culture as homogeneous, we find significant regional differences with regard to managerial gender stereotypes.
Transferring appropriate manufacturing technologies for developing countries
Authors: Claire Erensal Yasemin , Esra Albayrak Yıldız
Published: February 2008

Purpose

This work attempts briefly to identify factors affecting the success of technology transfer in order to reduce the potential of incompatibilities in respect to micro‐ and macro‐ergonomics and to optimize the decision process of managers in DCs.

Design/methodology/approach

Analytic hierarchy process (AHP) was selected as appropriate technique. The decision model developed in this research is specified in the context of micro‐ and macro‐ergonomics view of technology transfer in DCs.

Findings

Based on the AHP, it is possible to determine the global priority weights of different technology alternatives and examine the critical factors and benefits that affect the appropriateness of technology transfer based on micro‐ and macro‐ergonomics considerations. In its general form, the model provides a useful conceptual framework for evaluating alternative technologies in respect to ergonomics and suggests the ergonomics choices which must be made.

Originality/value

As noted above, this study is unique in its provides a holistic analysis of the risk factors that are expected to contribute to the inappropriateness of technology transfer, also provides a useful conceptual framework for evaluating alternative technologies and identifying incompatibility problems in respect to human factors, and can be extended to suggesting action for improving the decision process of managers.
Stochastic analysis and design of CONWIP controlled production systems
Authors: Al‐Tahat Mohammad D. , Rawabdeh Ibrahim A.
Published: February 2008

Purpose

This paper aims to present a model of a multi‐phase multi‐product manufacturing system considering a CONstant work‐in‐process (CONWIP) control mechanism and using continuous‐time Markov chain modelling approach.

Design/methodology/approach

The model includes defining a state space then constructing the rate matrix, which contains the transition rates, followed by formulating the transition matrix. The time‐dependent probabilities that a product is in a particular state at a certain time are characterized. Performance measures related to the statistics on the waiting time and average number of work‐in‐process in the production system have been determined. Consequently, a numerical example is presented to illustrate the computations of different model aspects.

Findings

The analyses explain a foundation needed for analyzing the steady state behavior of manufacturing systems. Results have shown how production data can be easily modified for what‐if analyses by the use of Excel add‐in tool.

Practical implications

The multi‐level model outlines a framework that provides a practical tool for production engineers seeking to enhance the performance of their production system by selecting the best order release mechanism.

Originality/value

A novel aspect of the work reported in this paper is the application of Chapman‐Kolmogrov mathematics and CONWIP ordering theory, which is developed for evaluating and managing CONWIP controlled production systems.
Explaining the adoption of transactional B2C mobile commerce
Authors: Khalifa Mohamed , Ning Shen Kathy
Published: February 2008

Purpose

Given the proliferation of mobile devices, m‐commerce is expected to experience a substantial growth. However, most m‐commerce applications except for a few have failed to meet expectations. In this study, the authors aim to examine specific factors pertaining to the individual adoption of B2C transactional mobile commerce.

Design/methodology/approach

A comprehensive framework integrating well established theories of technology adoption – i.e. the technology acceptance model (TAM) and the theory of planned behaviour (TPB) – is developed. More specifically, perceived usefulness is re‐conceptualized to enhance the specificity of these theories to mobile commerce. The resulting model is empirically tested with mobile device users who have not adopted mobile commerce yet.

Findings

The empirical results provide strong support for the integrative approach, shedding light on the significance and relative importance of specific technological characteristics. The theoretical and empirical implications of these results are discussed.

Originality/value

The paper demonstrates the need to develop the innovation diffusion theory and TAM further by including the effects of social influence and individual characteristic variables. Furthermore, the paper also shows the usefulness of accounting for the specificity of the IT artifact in general and m‐commerce applications in particular. In this study, the specificity of the IT artifact is accounted for by decomposing perceived usefulness into specific considerations that are relevant to m‐commerce adoption. Such an approach presents a major advantage. Indeed, the significance and magnitude of the formative measures show which characteristics of m‐commerce are adoption drivers.
Investigating the epistemological stances implicit in ISAD approaches
Authors: Waller Vivienne , Johnston Robert B. , Milton Simon K.
Published: February 2008

Purpose

This paper aims to examine the differences in epistemological underpinnings of conventional information systems analysis and design (ISAD) approaches (such as structured system and analysis design methodologies) and a recently developed situated ISAD approach.

Design/methodology/approach

This empirical investigation involved constructing a simulated field situation to allow a conventionally trained IS analyst to analyse the same case as had been previously analysed by applying the situated ISAD methodology.

Findings

While the conventional approach focuses on articulated knowledge and observes the system under study with a detached stance, the situated approach includes tacit knowledge and recognises the importance of the environment. The situated analyst is immersed in the system, attempting to take the subject position of an actor in the system, while also maintaining some analytical distance.

Research limitations/implications

The research method and framework presented is a novel way to compare the epistemological underpinnings of other systems analysis and design methodologies. Validity issues are explicitly addressed in the paper; although it is based on a single case, the fact that it is a real‐world problem gives it high external validity.

Practical implications

The investigation is based on an actual system design case and shows that, in analysis and design, the different epistemological underpinnings affect what is identified as a problem and hence the type of solution proposed.

Originality/value

There has been little previous work comparing epistemological commitments of alternative ISAD methodologies as they are played out in actual application. This paper makes a significant contribution to the theoretical foundations of IS.
Instant messaging: observations from two small e‐commerce businesses
Authors: Zhang Suling , Fjermestad Jerry
Published: February 2008

Purpose

Platform‐independent low‐cost instant messaging (IM) may allow small businesses with limited financial and technical resources to communicate and collaborate internally and externally. Little research has been done investigating IM in the small business context. This study seeks to address this research gap and to investigate how small businesses respond to and actively exploit the opportunities brought by IM.

Design/methodology/approach

Two comparative case studies were conducted with two US small businesses. The research sites were selected based on the companies' IM usage pattern. Multiple data collecting methods were used including observation, interview, and IM transcripts. Open coding and qualitative data analysis were employed to get rich descriptive findings about IM usage.

Findings

IM was found beneficial to small businesses in several ways. The IM usage management is more a managerial issue than a technical one and a set of organizational and managerial factors were identified critical to the achievements of these benefits.

Originality/value

This paper addresses a research gap and investigates the under‐researched IM management issue. The study shows that creative and constructive usage of IM could bring a variety of organizational benefits to small businesses. The findings of this study provide guidance to IM researchers and small business practitioners as to how small businesses can manage IM to exploit its benefits. The comparative study method employed by this study also identifies situations where the utility of IM usage could be limited.
Data rate estimation algorithm for IEEE 802.11e HCCA scheduler
Authors: Hsieh Jing‐Rong , Lee Tsern‐Huei
Published: February 2008

Purpose

As the real‐time applications used in today's wireless network grow, some schemes are required to provide better quality of services. From the evaluation of referenced scheduling scheme provided in IEEE 802.11e standard document, we know that it does not perform well on traffic which is not strictly constant‐bit‐rate (CBR). Therefore, it is necessary to design a more flexible scheme to dynamically adjust the estimation of transmission opportunity allocated to QoS‐enhanced stations with different characteristics of applications. This paper aims to present a data rate estimation algorithm for the scheduler of the IEEE 802.11e hybrid coordination function controlled channel access.

Design/methodology/approach

The performance of the algorithm is evaluated through Network Simulator ‐2.

Findings

With the proposed algorithm, the QoS access point can provide guaranteed parameters such as delay and throughput for both the real‐time variable‐bit‐rate and CBR traffics.

Originality/valve

The paper presents a data rate estimation algorithm for IEEE 802‐11e HCCA scheduler.
Energy‐proportional routing for lifetime extension of clustering‐based wireless sensor networks
Authors: Chen Chao‐Lieh , Lee Kuan‐Rong , Kuo Yau‐Hwang
Published: February 2008

Purpose

The purpose of this paper is to propose an energy‐proportional routing (EPR) algorithm, which effectively extends the lifetimes of sensor networks.

Design/methodology/approach

The algorithm makes no specific assumption on network topology and hence is suitable for improving sensor networks with clustering. To optimally utilize energy, light‐load units – nodes or clusters that conserve energy are ideal candidates as intermediate units for forwarding data from others. To balance the load, first, the proposed algorithm predicts energy consumption of each node in each round. Then the algorithm controls the energy consumption of each unit as close as possible to the threshold representing the energy utilization mean value among clusters. Finally the algorithm checks satisfaction of the energy constraints in terms of distances and predicted data amounts. The proposed algorithm performs routing by determining whether a cluster head or a node should either undertake forwarding tasks or transmit data to intermediate hops. In this way, energy dissipation is evenly distributed to all units and the lifetime of the whole wireless sensor network is ultimately extended.

Findings

The algorithm applies hierarchically to different levels of network topology. In addition to experiments, the mathematical proofs of lifetime extension by the proposed routing algorithm are given in accordance with three widely accepted criteria – total energy dissipation, the number of live nodes in each round and the throughput (data amount per round).

Originality/value

A new routing algorithm is proposed.
How technology‐based university research drives innovation in Europe and China
Authors: Harryson Sigvald , Kliknaite Sandra , von Zedtwitz Max
Published: February 2008

Purpose

The purpose of this paper is to assess how technology‐based university research drives innovation in Europe and China.

Design/methodology/approach

This paper draws on extensive theoretical research and literature reviews, and presents a framework based on theories on networking, knowledge creation and innovation. It then introduces three European cases to illustrate practical applications of the framework, and also links the findings to three Chinese cases to make comparative observations as well as recommendations related to Triple Helix concepts and their implications in the China context. It addresses the issue of how learning from universities can enhance company flexibility and performance in innovation, and outlines three different models of collaboration.

Findings

The framework and empirical research suggests that weak ties are useful for inspiration in exploration, but that strong industry‐university (I‐U) ties are required to support exploitation. This finding applies both to Europe and China in the industries covered.

Originality/value

This paper provides a new theoretical rationale for I‐U learning alliances as a natural way out from the managerial problem of trying to perform both exploration and exploitation within the same company boundaries. Through the theoretical framework, the academic science domain becomes a logical partner to handle the full phase of exploration and support the process of exploitation. The presented European cases of Bang & Olufsen, Combibloc and Porsche offer new insights into how to perform this act in practice, while the three China‐related cases allow us to cross analyse empirical findings and draw initial conclusions with policy implications for China.
Forms of knowledge and operation pattern of virtual GUI platform
Authors: Chen Jin , Guo Aifang , Mo Yan
Published: February 2008

Purpose

The purpose of this paper is to analyse the operation pattern of the virtual university‐industry‐government (GUI) platform from the perspective of knowledge.

Design/methodology/approach

Following a theoretical framework, the case of the China Zhejiang Online Technology Market (ZJOTM) is analyzed, which has been viewed as a model of the national virtual GUI platform. The operation pattern and effect of ZJOTM are discussed. The material and data are collected mainly from ZJOTM web site.

Findings

According to the types of knowledge interaction between university and industry, this paper recognizes the context needed for knowledge interaction between industry and university as “virtual ba”, “physical ba” and “practice ba”. The virtual GUI platform just provides a virtual ba for knowledge interaction between industry and university. However, only “virtual ba” is not sufficient, “physical ba” and “practice ba” are also needed. Therefore, the operation of virtual GUI should utilize the complementary action of physical ba and practice ba. Moreover, it is better to deploy the ba flexibly according to the knowledge and sector characteristic.

Originality/value

The paper specifies the innovation knowledge rich in industry and university and the knowledge interaction context needed, that provides a favourable framework to study the operation pattern of the virtual GUI platform. The findings also have important implications for government policy makers, university and industry practice for designing and implementing knowledge‐base innovation strategies.
The competitive value of corporate size
Authors: MORGAN TONY
Published: February 2008

Many companies fail to use their size to develop the growth of their business. The author, Consultant in the Arthur D. Little organization in the U.K., shows what opportunities exist for the management which does.
Industrial training—opting in or opting out?
Authors: WHEELER GORDON E.
Published: February 2008

A QUESTION OF PRIORITIES WITH SMALLER COMPANIES The time has long since passed when it could be assumed that the fundamental problem of attaining profitability in business consisted simply of an ability to buy at a low price and market a large enough quantity of one's product at a sufficiently high price. Though, of course, it is indisputable that this relationship enters into the process of attaining profitability, the emergence of increasingly complex tax laws has meant that except in simple cases involving little or no investment the normal 'sense' of a situation has been made so complicated that managers may be forgiven if they sometimes feel that investment, and hence operating decisions, have the uncertainty of a lottery.
TAXATION and FINANCE
Authors: GOCH DESMOND
Published: February 2008

THE COMPANIES BILL The tangled affairs of some of the insurance companies involved in the recent crop of failures, with the consequent problems for policyholders who suddenly find themselves without even the minimum legal requirement of third party cover, have served to emphasise the need for a drastic overhaul of the legislation which governs their methods of operation.
Long‐range corporate planning and the marketing men
Authors: WILLSMER RAY
Published: February 2008

“…The greatest contribution the marketing man can make to the long‐range plans of his company is the use of real creative marketing…”
FACTORING
Authors: STOKE MICK
Published: February 2008

“Commercial finance companies and factors are specialized financing institutions whose operations are particularly adapted to the needs of small businesses in manufacturing and the wholesale trade.”
The role of the board and the director
Authors: TYZACK J.E.V.
Published: February 2008

IF I had to choose a text under which to write this article it would be “A board is not a necessity for management”. I will come back to this point at the end.
US business schools a cautionary tale
Authors: HESTER MARTIN
Published: February 2008

“US management skills are now being exported to all parts of the world; competitive pressures are forcing Europe, in particular, to adopt US management methods. The greatest weakness of the US business school system is that it trains men to be leaders in US industry, not to be leaders in the world. The weakness has two main aspects—isolationism, and over‐competitiveness.”
Setting up a business in the EEC
Authors: HOLT STEPHEN
Published: February 2008

This article is a slightly abridged reprint of Chapter 8 of Dr. Holt's book “The Common Market: the conflict of theory and practice”, published by Hamish Hamilton at 30s. in its Management Series. This is the only book about the EEC written specifically for senior executives.
Cost‐effectiveness in marketing and selling
Authors: MERCER ALLAN
Published: February 2008

Aubrey Jones has identified distinctly different rôles for the Prices and Incomes Board and the Monopolies Commission. But this can hardly be the reason for the recent conflict of opinion about the possibilities for measuring the effectiveness of promotion. Professor Mercer examines the evidence.
Financial PR
Authors: KOPEL ELLIS
Published: February 2008

“A company having securities quoted on the Stock Exchange is required by the General Undertaking to give immediate notification of dividends, profits and issues and other changes including any information necessary to enable shareholders to appraise the position of the company and to avoid the establishment of a false market.”
The forecasting system and techniques
Authors: ROBINSON COLIN
Published: February 2008

FORECASTING is not just a specialized management technique, but something which we all understand and do quite naturally. Because of the existence of time, all of us run our lives by making forecasts. In the present (which is an infinitesimally short period of time) we have to make forecasts of what will happen in the future based upon our experience of the past. Without such forecasts, we could not run our lives because we have to keep making decisions about the future.
Management Training
Authors: MORRIS JOHN F.
Published: February 2008

AT Manchester Business School the management course lasts for 12 weeks: most people on it work for at least 12 hours a day, and carry on through alternate week‐ends. We are continually discussing and modifying its detailed objectives and last September we altered the programme quite radically. The course members are astonishingly diverse, able and energetic. As I cannot possibly give a comprehensive account of the course in the space the Editor has allowed me, I shall instead answer a series of typical questions put by someone interested in the course.
Civic affairs— how deeply should companies be involved?
Authors: WHEELER GORDON E.
Published: February 2008

“The mayor and several other officials were all executives of one company. This ultimately led to charges that the company was trying to run the town.”
Wage Drift Productivity Drift and Managerial Strategy
Authors: LUPTON TOM
Published: February 2008

A DISTINCTION must be made at the outset between wage drift—the movement of plant‐level earnings away from centrally negotiated rates of pay; and productivity drift—the movement of plant‐level earnings away from plant productivity. In this paper, I focus on the latter, in the belief that if the factors causing earnings movements at plant level were better understood managers would be in a position, if they wished, to do something to control them.
information systems/decisions the marketing company
Authors: Miln D.A.
Published: February 2008

IN its simplest terms a marketing company is a means of providing a desired output with available (or obtainable) input. Figure 1 shows the basic Company model on which this paper will expand:
Management youth and company growth
Authors: Hart Peter , Mellors John
Published: February 2008

THE purpose of this paper is to examine the ways in which managerial ages may affect a company's growth rate. A brief discussion of the possible links between age of management and company growth is followed by presentation of the results of an empirical investigation of four UK Industries and fifty large US corporations.
Comment: Management Technology in Perspective
Authors: Parker Hugh
Published: February 2008

Management Decision was originally founded to publish the latest developments in all areas of management science and practice, for the benefit of serious professional managers and students of management. Even in my introduction to the first issue in Spring 1967, however, I noted and warned against a potentially dangerous tendency for managers—and especially contributors to and readers of Management Decision—to confuse the ends of management with the means of management. I felt then that there was some danger that professional managers could become so beguiled with some of the fascinating new techniques of management that they would lose sight of the basic results that these techniques are supposed to achieve—namely, improved profitability for their companies as expressed in such down‐to‐earth ratios and measures as return on capital employed, and (in the case of public companies) earnings per share and the market value of their companies' shares.
Strategic planning: the Boeing system
Authors: Goldie Henry
Published: February 2008

Business systems in different countries vary for a great many reasons, some of which may be sociological, some political and some geographical. This article deals with the similarities and differences between the UK and USA business environments with specific reference to the Boeing planning system. It continues with a study of the personnel involved and draws conclusions from the company's strategic planning to date.
Corporate planning in an industrial training board
Authors: Honeybourne Travers
Published: February 2008

The planning and development of a nationwide organization is a challenge which any corporate planner would welcome. This article tells the story of the planning manager's role in setting up the Printing and Publishing Industry Training Board, fixing its strategy and objectives and then progressing action towards achieving these aims. It also poses the question of whether the concept of planning as used by the Board could usefully replace the more orthodox planning, with its handing down of decisions from the top, widespread in industry.
That ‘Uncertain Feeling’ and Project Management
Authors: November Peter J.
Published: February 2008

At the start of a new product development project, a manager usually has three things: time, money and uncertainty. His problem is to reduce or eliminate the uncertainty by spending the time and money in the most economic way possible. A manager is guided in this task by his company's management policies. But suppose that some of these policies are no longer adequate under today's time pressure and with today's cost spirals. How can management policy makers study the impact of their policies on the performance of their product development organization? This article describes a tool for examining project management which might be an answer.
Project and Product Responsibilities in Industry
Authors: Wearne S.H.
Published: February 2008

The appointment of project managers, product controllers and project engineers is becoming more common in European industry, the aim being to concentrate attention to achieving some specific new task. Typical examples are:
IDENTIFYING MARKET OPPORTUNITIES
Authors: King Stephen
Published: February 2008

The gap between theory and practice is probably wider in new product development and diversification than in any other aspect of marketing. What is written in most of the books does not look very like what happens in most companies.
THE MOTOR SKILLS OF MAN‐MANAGEMENT
Authors: Randell Gerald
Published: February 2008

Just what is the task of a “General Manager” in an organization large enough to support specialists responsible for the various functions of finance, production, personnel, markets etc? The text‐books appear to say “co‐ordinate” and imply that training for general management should consist of knowing enough about the functions to control them. The business schools are extending this concept to include “policy making” and more recently “corporate planning and strategy”. Many organizations are now setting up Corporate Planning Departments, reporting to the General Manager so creating another function, to be co‐ordinated and controlled. When observed, or asked, a General Manager seems to spend a great deal of his time interacting with people. Although he may employ a Personnel Manager to be responsible for the staffing practices and policies, it is more often the case that the General Manager is seen as the overall “boss” of all the men and women in an organization, and he, not the Personnel Manager is usually regarded as the ultimate “father figure”. In this role all the inter‐personal and social activities of the organization appear to stem from him, he seems to set the “human tone” of the organization, whether he accepts the responsibility or not. So the function of the General Manager appears to be concerned with two extremes. On one side is the task of “organization management” in its broadest sense, not only co‐ordination of the moment but planning over a long time span. On the other is the highly detailed task of interpersonal relationships or man‐management. There is abounding evidence that many good management ideas and proposals get thwarted in their introduction by inept explanation or persuasion of colleagues or staff. Many General Managers get criticized just because they do not walk around and talk enough with their staff. Good plans are continually going astray due to bad communications, poor interpersonal relations and inadequate co‐operation.
PROJECT PENTAGON: Staff‐Line Relations in Large Organisations—Part I
Authors: Teulings Ad
Published: February 2008

The structure of social relations between staff and line managers is systematically reviewed and staff‐line models are developed on a basis of coalition theory. A typology of staff‐line coalitions is then suggested, including —the “long arm”, the “counsellor”, the “marginal staff” type, —the “servant”, the “brains trust”, and the “autonomous” type. Basic characteristics of a staff‐line coalition are: —its relative independence of the type of organisation structure —its temporal character, acquiring some stability only for the duration of a particular “project” —its multiple network of managerial relationships, most “elegantly” represented by means of a pentagon, a five‐party system.
RECRUITING YOUR GRADUATES
Authors: Glueck William
Published: February 2008

Recently, a great deal of interest has been shown in Britain and elsewhere to recruiting of MBAs and college qualified individuals to the firm. Older methods, such as advertising the positions and word of mouth advertising, have been supplemented by methods something like American recruiting practice. The Editors beleive it is of value to readers of Management Decision to learn of the results of some research which the author has completed on this topic, for if British firms do change to this system they might avoid some of the pitfalls that some U.S. firms have had to overcome.
THE ACQUISITION AS A CAPITAL BUDGETING DECISION
Authors: Buckley Adrian
Published: February 2008

Growth by acquisition has been one of the major characteristics of the industrial scene during the last decade. In the U.K. this pattern of growth was evidenced at the beginning of the decade by the emergence of the industrial holding companies of which Thomas Tilling has been the most consistently successful. The strategy of the industrial holding company, frequently selling on very high price per earnings ratios, was to take over a number of small private companies with the intention of improving previous management performance. However, central control of the industrial holding company was weak and preferred not to become too deeply involved in the new subsidiary's business. The previous owners were frequently retained to manage the business following acquisition. But when they decided to leave—having become rich men on selling their business—effective management was generally non‐existent. The resultant fall in earnings was inevitable as was the fall in stock market rating; this fall in price/earnings ratio precluded subsequent use of equity in acquisitions.
A STRATEGY FOR SALESMAN SELECTION
Authors: Ingleton Colin
Published: February 2008

When advocating the use of certain psychological tests in the selection of life insurance salesmen, Schultz pointed out that if every salesman in the group he studied had been selected on the basis of test scores, total production for the whole group would increase by 75%.
TAILOR‐MADE PAYMENT SYSTEMS AND EMPLOYEE MOTIVATION
Authors: Bowey Angela
Published: February 2008

Theories about rational motivation generate financial incentive payment systems; theories about self‐fulfilment motivation generate measured daywork systems. But empirical evidence indicates that the effect of a motivator on an employee is contingent upon the circumstances in which the motivator is applied. It is logical then to design payment systems to fit the circumstances of the particular firm or department. Methods for doing this are described in this paper.
THE ROLE OF BUSINESS SCHOOLS
Authors: Burgoyne John
Published: February 2008

This article studies attitude change and its intention is to emphasise that management education has its impact through influencing attitudes as well as developing instrumental skills—skills in getting things done. The first part presents a research study and its conclusions, the second discusses some of the implications of these conclusions and some of the issues they raise.
PARTNERSHIP WITH SOCIETY: The Social Responsibility of Business
Authors: Rogers T.G.P.
Published: February 2008

The idea that a responsible company should be a good corporate citizen is not altogether a new one: but a number of factors, including the impact of technology, have led to new concepts in the way business conducts its affairs.
DECISION MAKING—A REVIEW
Authors: Longbottom D.A.
Published: February 2008

Decision analysis, an approach developed to lend support in applying the concepts of decision theory, is particularly relevant for structuring and analysing complex decisions in which uncertainty plays a major part.
MANAGEMENT SCIENCE AND THE CHIEF EXECUTIVE
Authors: Hertz David
Published: February 2008

Most chief executives have heard the GIGO cliche about management information and computer systems: 'Garbage in—garbage out'. Recently a colleague of mine, who had been reviewing some rather poor results in a large diversified company, called my attention to an interesting phenomenon: namely, although the information being fed into the corporate decision‐making apparatus usually was good, the quality of the decisions coming out usually was atrocious. In other words: good information in, garbage out. As my colleague remarked, “These executives need correct, timely, relevant information, and by and large they're getting it. What they haven't got are the right methods for dealing systematically with that information to help them choose better among their alternatives”.
FINANCIAL AND LEGAL NOTES
Authors: Goch Desmond
Published: February 2008

Company Law in the E.E.C. With the United Kingdom becoming a full member of the European Economic Community a considerable amount of legislative and administrative time will soon have to be devoted to the task of harmonising its legislation with the regulations of the Treaty of Rome. For the business community in the U.K. one of the important areas in this respect is that of company law—particularly so far as it relates to the auditing of company accounts and the requirements for disclosure of financial information therein.
MARKETING: A PROVOCATION
Authors: Murray John A.
Published: February 2008

As the title suggests, the purpose of this paper is to provoke. Provocation is usually aimed at generating reaction, and in this case, it is hoped that reaction will be in the form of some self‐questioning, some reappraisal, of the context within which marketing decisions are made, and indeed, of the very concept of marketing which influences contemporary activity in the area. An alternative framework for analysing marketing activity is suggested, not so much for its own value, but for its ability to demonstrate that there may be many unexplored alternative approaches to the study and design of marketing systems.
MAKING BUSINESS COMPARISONS
Authors: Jackson K.C.
Published: February 2008

Within any social system, planning and control are fundamental activities. Both are pursued by a process of comparison of and choice between alternatives. This is the essence of decision making.
SEX IN ADVERTISING: Its Relevance, Use, and Effects
Authors: Kassem Sami , St. John Douglas
Published: February 2008

The use of sex and sexy illustrations in advertising is a subject that has been shunned by writers in fields such as communications, psychology, behavioural sciences, and even in the specific areas of consumer behaviour, marketing, and advertising. Although the current literature on consumer behaviour and advertising considers sex in the Freudian or Maslow sense, its use in advertising has not been explicitly elucidated. This is somewhat surprising when one considers that Freud maintained that sex or libido is the most important of all instincts and that apparent motives for an act often can be found in the sexual drive exerting itself in an unconscious and devious fashion.
ACCOUNTING FOR HUMAN ASSETS
Authors: Jones D.M.C.
Published: February 2008

Accounting information is prepared and submitted to interested parties with the aim of influencing their behaviour and decisions. If an accounting system is to provide information which can be used to help interested parties, such as managers, to control the future activities of the organisation and make well‐informed decisions, the system should record in money terms every financial or economic fact which affects the income or financial position of the organisation. The functions of management can be described briefly as forecasting, planning, organising, co‐ordinating and controlling the use of resources with a view to achieving the stated objectives of an undertaking. The resources available to management include physical resources such as plant and machinery, financial resources, patents, trade marks, the reputation the company has with customers and creditors, and the human resources within the organisation. To the extent that an accounting system fails to record and present relevant information on any of these resources it can be regarded as inadequate as a source of information for control and decision‐making.
OPPORTUNITY COSTS IN MANAGEMENT RESEARCH
Authors: Gee Kenneth P.
Published: February 2008

The opportunity cost of using a resource to produce A is the maximum value foregone by not using it to produce B, C and so on. If a resource is entirely specific to one task and has no resale value, its use involves no opportunity cost and it is called a “free good”. In management research there are no free goods. The author jotted this sombre commentary while ostensibly discussing “Opportunities in Management Research” and will now illustrate it a little.
The Potential from Profit Planning
Authors: Slater A.G.
Published: February 2008

The reason for superior profit performance by certain companies may be the result of being in the right industry at the right time, and being able to meet market demands. Continual high profit performance, however, is more likely to be the result of a small number of correct strategic decisions (to merge, or to expand capacity) or the result of exceptional management control practised by a competent team of executives. One technique used by executives is to direct the company's objectives towards substantial and continual profit improvement through profit planning.
The Common‐Sense World of Everyday Selling
Authors: Knights David
Published: February 2008

Some twenty years ago Ray C. Brewster made a strong plea to revitalise the concept of salesmanship by incorporating the most up‐to‐date psychological knowledge then available. Five years later in the same journal Edward C. Bursk pointed to the danger of relying upon ''scientific' techniques and forgetting to go out and sell. The major intention of this paper is to provide some theoretical legitimation for this latter view and in the process to present a sociological critique of psychological theory as applied to the practical field of personal selling. A final section will concern itself with the practical implications of the critique.
What is the Media Problem?
Authors: Adams James R.
Published: February 2008

The prime function of the advertising appropriation is of course to act as a profit reservoir into which money may be pumped in good times and from which money may be tapped in hard times. However, a useful by‐product of the advertising appropriation can be increased sales of the company's products and much effort is expended towards this by‐product. It has been established reasonably clearly in the last few years that the major contribution towards the effectiveness of the advertising appropriation lies in the content of the advertisements. Nevertheless, since such large sums of money are involved, improvements in the way in which it is spent are worth making. This paper addresses the technicalities of the most important element in this latter process and suggests that current practice may not be the best possible practice.
Product Line Strategy
Authors: Chevalier Michel , Zumino Daniel
Published: February 2008

In most businesses, strategic decisions are implemented by changes in the components of the product line or shifts in emphasis within a product line. In fact, most products actually belong to a line sold through the same distribution channel and this is true for cars, dog foods, electronic equipment, or even raw materials or travel tour packages. Also, each individual product is a quite rigid offering which cannot easily meet the changes in the market place. Thus gradual changes in emphasis within a product line make possible adaptive strategic moves that satisfy the needs for continuity in the business and for discretion in respect to competitors. But this fundamental business aspect is often overlooked. Marketeers wonder if they should decrease the price of their existing products to make room for a newcomer. They wonder if they have enough products in the line. They wonder if they should advertise the highest or the lowest part of their product line, and do not find easy ready answers. In fact, most business or marketing concepts seem to be related to individual products or different markets. Dealing with product line strategies is nevertheless one of the most important areas in market strategy.
Management Practice and the Politics of Motivation
Authors: Reynolds P.M.
Published: February 2008

This article is concerned with the manager whose interest in people being “motivated” constitutes a wish to see that not only is a job done, or done faster, but that the people concerned are committed to it, committed, in that for them, the quality of the outcome matters. How well they do the work is at least as important as the fact of its completion. Yet the managers who are concerned to generate commitment, continue to ask “What motivates people?” when so much appears to have been said or written on the subject. This persistence suggests that the question is one to which they have still not found an answer they can be happy with. The theme of this paper is that the explanation for this persistence is to be found, not in the limitations of the various motivational theories, but in the politics of the managers' role. In order to find out just why this question is asked so persistently, an approach is first summarised which provides a way of understanding motivation by exploring managers' own experience of commitment to their work.
Cumulated Output and Cost Behaviour
Authors: Lofthouse Stephen
Published: February 2008

I
In a number of publications, but especially in the Boston Consulting Group's booklet Perspectives on Experience, it has been argued that a profitable corporate strategy is to maximise market share. This is because as accumulated output increases, average costs are supposed to fall substantially. This is attributed to economies of scale, technological progress, learning by doing and so forth. It is the present writer's contention that this argument is of doubtful validity. The aspect of the Boston Group's representation that has attracted considerable attention is the learning by doing aspect, but we shall begin our argument by examining the economist's view of costs.