bluuebunny/crossref_metadata_2025 huggingface dataset:
Supply chain competency: learning as a key component
Authors: Spekman Robert E. , Spear Joseph , Kamauff John
Published: July 2002

Supply chain management has received in recent years a great deal of attention by practitioners and academics alike. The benefits that accrue to firms that effectively manage their supply chain partners range from lower costs to higher return on investment (ROI), to higher returns to stockholders. Yet, effective management of one’s supply chain is not easily accomplished. In this paper, we develop this capability as a core skill that will ultimately separate the winners from the losers. We develop the concept of supply chain competence and use learning as a proxy. We explore the pre‐conditions for learning to emerge and the impact of learning on supply chain performance. A number of factors that affect partner‐like behavior also affect learning. Also, learning appears to have a positive impact on performance measures relating to end‐customer satisfaction and being a more market‐focused supply chain. Learning does not appear to affect supply chain performance related to cost.
Interoperability costs in the US automotive supply chain
Authors: Brunnermeier Smita B. , Martin Sheila A.
Published: July 2002

Concurrent design and engineering in the supply chain are vital to the growing competitiveness of the US automotive industry. However, these innovative design and development processes are hampered if product data cannot be exchanged seamlessly across the supply chain. This paper estimates that imperfect interoperability costs the US automotive industry about $1 billion per year and delays the introduction of new models by at least two months. It also evaluates different methods for alleviating interoperability problems and concludes that emerging technologies and formats offer promising solutions that may lead to significant savings for the industry. Benefits from alleviating interoperability problems can also be realized in other product data exchange‐intensive supply chains like shipbuilding and aerospace.
Developing niche product supply chains in the UK grocery market: lessons from a niche player
Authors: Binet Tom , Wilson Natasha
Published: July 2002

Discusses the characteristics of a branded niche product, the Jersey Royal, and the key factors determining the successful development of the supply chain to the major UK multiples. Explains why niche players have to grow in order to meet the needs of the retail customer and how TOP Produce has taken a radical step, by expanding their supply base to the mainland, to increase the range of products and level of service which they can offer to their major retail customers.
Cultural dimensions in logistics management: a case study from the European automotive industry
Authors: Aquilon Malin
Published: July 2002

Discusses why cultural awareness becomes increasingly important in the context of global sourcing, process management and relation‐oriented logistics. Presents the results of a qualitative study based on 50 in‐depth interviews with Volvo Car Corporation’s European suppliers. The study illustrates some of the national cultural differences between Volvo’s European suppliers. The findings, based on Hofstede’s four‐dimensional model, show that different cultural clusters (Scandinavian, Latin, Germanic, Anglo‐Saxon) behave quite differently in their contractual relations with their customers. Explains that the main differences are related to organizational structure, access to information, communication style and the degree of assertiveness towards their customers. Presents Volvo’s strategy to increase cultural competence as a result of the study, along with examples of measures undertaken.
Vendor‐managed inventory: fashion fad or important supply chain strategy?
Authors: Blatherwick Andrew
Published: July 2002

Considers the concept of vendor‐managed inventory (VMI). Reviews its success since it was first implemented by Wal‐Mart and K‐Mart. Asserts that although a number of factors make the efficient operation of VMI difficult, the process is still relevant to supply chain management. The strategy is effective when the relationship between major retailers and major suppliers is constructive and open, and the party who is most able and in the best position to manage the supply relationship is in control of the supply chain.
Organisational learning and lean supply relationships: the case of Apple Ireland
Authors: Fynes Brian , Ainamo Antti
Published: July 2002

Examines organisational learning in a lean supply arrangement between a multinational buyer and its local suppliers. Looks at how organisations learn and unlearn. Reviews buyer‐seller relationships. Presents a lean supply model that combines the essence of learning and buyer‐seller relationship literature. Uses as a case study the buyer‐seller relationships between the Irish subsidiary Apple Computer and two of its local suppliers. Discusses how the relationships represent co‐existence of competition and co‐operation.
A beef producer initiative in traceability: Scottish Borders TAG
Authors: Calder Ray , Marr Pamela
Published: July 2002

Asserts that a full traceability system for beef is possible using EID technology. This technology is currently available and is standardised under ISO 11784 and 11785. The lack of a national cattle tracing system has encouraged beef producers in the Scottish Borders to seek a solution to the problem by recording cattle history, records and movements using an Electronic Identification (EID) system and electronic data transfer and storage. The EID system allows for increased accuracy of data loaded, comprehensive information on each animal, reliability and speed of access to data. The system set up by the Borders TAG Initiative provides a system of traceability with proven credibility through each stage of the meat chain.
Food safety and traceability in the agricultural supply chain: using the Internet to deliver traceability
Authors: Wilson T.P. , Clarke W.R.
Published: July 2002

This paper describes a possible mechanism for the design and development of a software system that will become the de facto industry standard for the collation, location and dissemination of traceability data. Such a system must be capable of transcending national and regional boundaries. It must operate on a global scale and be available 24 hours a day seven days a week. It must be relevant to, and usable by, each member of the food supply chain whilst not generating any commercial objection on grounds of security, competitiveness or cost. The system proposed makes use of the continuing growth of personal computer usage, the declining cost of electronic communication, and the global nature of the Internet.
Postponement and the reconfiguration challenge for food supply chains
Authors: van Hoek Remko I.
Published: July 2002

Both postponement and outsourcing have been identified as important characteristics of modern and competitive supply chains. The implementation of postponement may require extensive (spatial) reconfiguration of the supply chain. Presents findings from interviews with managers of food, electronics, automotive and clothing manufacturers in The Netherlands, Belgium and Germany. Findings reveal that in food supply chains both postponement and outsourcing are applied to a lesser extent than in other industries. Reasons, which refer to the industry‐specific characteristics, are given. Ways for food companies to assure competitiveness are then described on the dimensions of postponement, outsourcing and spatial reconfiguration. A framework is developed to position chains in terms of degree of outsourcing, level of postponement and spatial configuration. The framework can help managers diagnosing and repositioning their organizations, along the dimensions mentioned.
Effectively managing vertical supply relationships: a risk management model for outsourcing
Authors: Lonsdale Chris
Published: July 2002

A significant feature of business management in the 1990s has been the practice of outsourcing. Firms and public sector bodies have reconsidered where the boundary of their organisation should be set, and passed to third parties responsibility for many business activities. However, many firms have been disappointed with the results they have achieved from outsourcing, not least when it has concerned high profile functions such as information technology. Part of the reason for this disappointment, it is argued, lies in the methodologies (or lack of them) which have been employed by managers. Very few have taken into account the main risks of the practice or identified the required safeguards. This article seeks to address these shortcomings by presenting a model for effective risk management. The article also provides a case study – outsourcing at Hewlett‐Packard – which shows what can be achieved if managers use the right criteria for their decisions.
Creating a new culture: The CERT challenge
Authors: Lainas Michael
Published: July 2002

Drawing on the experience gained from the recent turnaround of fortunes at The CERT Group, describes the key role of customer service and the challenges associated with establishing a service culture in one of the UK’s leading third party logistics providers. The process was so successful that the company branded it “success with service”, thereby helping internal staff buy into the company’s mission and live the company’s mission, as well as delivering direct benefits to the company’s bottom line, by assisting customer retention and winning new business.
Graduate recruitment and selection practices in small businesses
Authors: Stewart Jim , Knowles Vanessa
Published: July 2002

Reports the results of empirical research into the graduate recruitment and selection practices adopted by SMEs, and the skills being sought by employers in that sector. Describes in detail the research methods, which included interviews with large organisations to determine, alongside existing research, the extent of characteristics of SME graduate recruitment which might be particular to that sector. Findings and interpretations suggest that, in common with large organisations, SMEs value what are now termed transferable skills, although there are some differences of emphasis between the two sectors. There appears to be greater difference in the selection methods employed, though this is not as great or significant as might be expected or predicted. An important difference between the two sectors suggested by the research is the expectations placed on graduate recruits by employers in the two sectors. Unlike large employers which are more likely to provide graduate development programmes, SMEs expect an immediate contribution from graduate recruits. The implications of these similarities and differences will be explored in the final article of this series.
The career transition from practitioner to academic
Authors: Simendinger Earl , Puia George M. , Kraft Ken , Jasperson Michael
Published: July 2002

This article explains the challenges faced when management‐practitioners decide to enter the academic environment and teach. The authors speak from the perspective of their own experiences with respect to transitions into the academic field and also highlight prominent literature on the subject. The framework for the paper begins with the explanation of a basic model associated with cultural transition. They identify three success factors for transition: task success; social interaction; and cultural understanding and awareness and develop strategies for each. The dual themes of the article are to reinforce the usefulness of practitioners into academia and to help smooth the environmental transition for practitioner‐academicians (PAs) by developing strategies for success.
Rising stars: the career development of research centre directors
Authors: Roworth‐Stokes Seymour , Perren Lew
Published: July 2002

This paper explores the careers of four Research Centre Directors located in university art and design departments in the UK. It examines on a case by case basis the relationship of cause and effect during critical moments of career progression. The research reinforces previous findings that suggest that promotion within Higher Education is greatly enhanced by research performance over teaching. The study goes much further in exploring the underlying relationships between the “entrepreneurial” and “autonomy” career anchors of Research Centre Directors and the corresponding impact on power relationships as their personal capital grows. In conclusion, the paper reports that a Research Centre Director’s career trajectory may be determined not only through responsibilities and research reputation in the field, but also through skilful application of political nous, strategic awareness, and tact in marrying internal research agendas with that of the Research Centre.
Team leaders’ development: findings from a case study
Authors: Bozionelos Nikos , Lusher Stuart
Published: July 2002

Reports on the experience of production team leaders and their line managers on the quality of training and development of the former. The setting was the UK plant of a US‐based global organization competing in the telecommunications technology sector. Team leaders’ and line managers’ views were complemented with data from personnel records. The findings suggested that team leaders’ development was perceived to be inadequate in both the technical and leadership domains. Team leaders perceived deficiencies in their technical training and competence; and line managers viewed that team leaders lacked managerial and leadership skills. The analysis of personnel records corroborated those views as it suggested that existing training and development structures were not being properly implemented or designed. This situation can impact unit performance. Suggestions regarding rectification of such situations are made.
Leaving and experiencing: why academics expatriate and how they experience expatriation
Authors: Richardson Julia , McKenna Steve
Published: July 2002

Globalisation has led to increasing international mobility amongst business and education professionals. Whilst expatriate management literature focuses on expatriate assignment of corporate executives, expatriate academics remain an under researched group. Higher education literature has focused on internationalisation of education systems, notably the growth in international strategic alliances between universities, and mobility amongst students. Therefore compared with what is known about the student body, very little is known about the experiences of internationally mobile academics. Drawing on a qualitative study of academics, this paper evaluates the use of metaphor for understanding the “motivation to go” overseas and the “experience” of expatriation. It evaluates four metaphors which have emerged from the study for expatriating and four others for the experience of expatriation. Finally it suggests that the voluntary, self‐selecting expatriate should be much more extensively researched.
Factors influencing Singapore managers’ career aspiration in international assignments
Authors: Chew Irene K.H. , Zhu Weichun
Published: July 2002

Study used 357 Singaporean managers to document their availability for international assignments and their international aspiration. To understand factors that affect their international aspiration, we investigated the impact of family, career, culture and host country factors and personal entrepreneurial characteristics on mangers’ international aspiration and willingness to accept international assignment. Overall, results show that family, spouse and children and personal characteristics influence both the degree of willingness travel and determinants of managers’ attitude toward international assignments. Career and attitudes of spouses will likely have a significant impact on managers’ willingness to accept international assignments. Prior cross‐cultural international experience and personal entrepreneurial characteristics are also important factors that influence managers’ willingness to accept international assignments. Implications for research and practice are also discussed.
Do workaholics prefer demanding, aggressive, and results‐oriented organizational cultures?
Authors: Burke Ronald J.
Published: July 2002

This study examined organizational culture preferences and workaholism components. Previous cross‐sectional research has shown that workaholics describe their organizations as more demanding work environments. What is not clear is whether workaholics prefer such workplaces. Data were collected from 181 undergraduate business students using anonymous questionnaires. Comparisons of various workaholic and nonworkaholic types showed that enthusiastic addicts generally had stronger organizational culture preferences than did other workaholic and non‐workaholic types on several culture measures. Results of hierarchical regression analyses indicated that students scoring higher on feeling driven to work had stronger organizational culture preferences in general.
Developing local government managers ‐ sourcing development requirements: competence versus change process frameworks
Authors: Smith Ann
Published: July 2002

Reports on the introduction and implementation of a corporate management development strategy for a local council, which intended to become more customer‐centred and less employment‐centred, more financially and commercially efficient and less bureaucratic in its internal processes. Analyses the development needs of managers facing change in a local authority. Draws some conclusions about competence versus change process frameworks as models for sourcing development requirements.
Developmental 360: how feedback can make managers more effective
Authors: McCauley Cynthia D. , Moxley Russell S.
Published: July 2002

Discusses the effective use of 360‐degree feedback for enhancing managers’ self‐awareness and challenging them to engage in developmental work. Such feedback is instrumental for an unfreezing process in which managers are motivated to rethink their behaviour and its impact on others. A number of factors are important for maximizing the developmental potential of 360‐degree feedback: providing the manager with good data from multiple perspectives, encouraging openness to hearing and accepting feedback, a developmental plan that is acted on, and organizational support for development. In short, 360‐degree feedback needs to be embedded in a larger management development process.
First‐person mentoring
Authors: Garvey Bob
Published: July 2002

Aimed at those who are interested in mentoring, offers a perspective on the mentoring experience from the potential mentor’s view‐point and attempts to write from the “inside” of the relationship. Addresses the mentor’s concerns about the role by drawing on the authors’ personal experiences and debates mentoring within the context of modern organizational life. Criticizes a heavily “skills focused” approach to mentoring and argues that it is a holistic and significant personal relationship that flourishes despite management’s attempts to control and measure it.
Dynamic poise ‐ part 1: a new style of management
Authors: Darwin John
Published: July 2002

Outlines an approach to management which questions conventional rationality, and suggests that dynamic capability in organizations needs to be based on new thinking drawn from science, logic and ideas drawn from cultures beyond the Anglo‐Saxon. Begins by exploring the modern paradigm on which much management theory is based. This paradigm sees the organization as a machine, and the role of the manager as controller. Traces the origins of this approach to scientific thinking which is now outdated, and proposes an alternative ‐ the wisdom paradigm. Stresses that this is not “either‐or” ‐ the wisdom paradigm does not replace the modern paradigm ‐ it expands management thinking and suggests principles more attuned to managing in uncertainty. Develops these principles in a second article.
Organizations are systems, not just structures
Authors: Ballé Michael
Published: July 2002

Examines organizations as systems based on interdependence between people rather than structured parts. Goes on to explore organization processes, interfaces and variability as aspects of a dependence principle. Presents a short case study and concludes by arguing that we must stop thinking about organizations as structures and start looking at them as interrelated, self‐responsive, living systems.
Interim management ‐ five years on!
Authors: Russam Charles M.
Published: July 2002

Examines the progress of interim management over the last five years. Presents key statistics to show that the size of the market for interim managers has doubled and that the technique has gained greater recognition. Considers threats to the continuation of this growth.
Career development in the plateaued organization
Authors: Appelbaum Steven H. , Santiago Victor
Published: July 2002

Examines how the hierarchical organization is withering away, and with it the function of a sizeable chunk of the workforce ‐ the middle manager. Given the current demographic situation and recent organizational restructuring, the shrinking of middle management positions, and the linear focus of promotional programmes is increasingly at odds with reality. The stark reality of limited promotional opportunities is now forcing individuals in the workplace to rethink their career plans and strategy. Some forecasts suggest there will be one job for every 20 qualified executives by the year 2000. Most middle managers will have reached their last plateau in the corporate hierarchy. Examines why the hierarchical organization is out and why the horizontal organization is in vogue and the impact on career plateauing and career development strategy of the horizontal organization. By understanding the phenomenon of career plateauing as influenced by flattened organizations, an individual can begin to look at career strategies to improve his/her career opportunities within or outside the organization. Offers insights to determine if one’s career has reached a “dead‐end” and what course(s) of action can be taken, by both the individual and the organization.
Exploring the psychological boundaries between the individual and the organization in the mentoring relationship
Authors: Green Michael
Published: July 2002

Explores the nature of the material which is discussed within mentoring relationships which occur in an organizational context. Suggests that issues of an individual, group or organizational nature may present themselves and that the mentor needs to be aware of which is which, so as to tailor his or her intervention accordingly. Illustrating with the use of a case study, develops a model of intervention which can be used in the majority of mentoring relationships, at the same time highlighting factors which need to be kept in mind, including unconscious processes at work within the individual and the organization.
Career management competences ‐ the individual perspective
Authors: Ball Ben
Published: July 2002

Asserts that flatter, delayered organizations offer fewer opportunities than before for long‐term job security and career progression in the conventional sense. Suggests that if flatter organizations are unable to provide career progression to the same degree as previously, new ways have to be found to retain and motivate staff and reward performance in the absence of opportunities to progress up the organizational ladder. Examines the implications for both individuals and organizations of this new employment climate.
HR aspects of a take‐over: part 3; Ferraris and limousines ‐ tales from the cultural body shop
Authors: Burns Mike , Rosen Adrienne
Published: July 2002

The last in a series of three articles which deal with the human resources aspects of mergers and acquisitions, with reference to a particular transaction in the international financial services sector ‐‐ the purchase of most of the businesses of Royal Trustco by the Royal Bank of Canada. Deals with events after the merger from a human resources perspective, and describes how two very different international private banking organizations were integrated. The strategy adopted by the Royal Bank of Canada was designed to ensure success for the merged businesses, instead of the failure which research attributes to at least 50 per cent of mergers and acquisitions. Summarizes key learning points which it is believed can be used in other mergers and acquisitions.
Some future directions of human resource practices in Singapore
Authors: Chew Irene , Goh Mark
Published: July 2002

Posits that the regionalization and globalization of companies in the Asia Pacific region is forcing human resource managers and general managers to rethink and reconsider their systems of management. A survey of human resource management (HRM) practices and policies in Singapore was conducted recently. The purpose is to enable managers, faced with the increasing regionalization of firms, to understand better the role of HR development. Reports on the results of that survey which pertain to some of the current thinking and policies of companies based in Singapore. Through this study, a better understanding of the emerging issues impacting on HRM practices and policies in Singapore is established. States that this information is useful for formal strategic planning, leading to improved organizational performance.
A manufacturing organization action learning programme that has paid bottom‐line profits
Authors: Bunning Richard L.
Published: July 2002

Describes an action learning programme implemented at Pilkington UK to train supervisors in new and more complex aspects of their jobs. Moving away from a purely technical focus, the role had become much more proactive and focused on productivity improvement. Small groups of from four to eight supervisors completed a six‐month training programme during which they completed a process improvement project within their work area. Reports the outcomes which showed high satisfaction with the training, very high attainment of National Vocational Qualifications and the contribution of at least £1.5 million to the business.
Exploring managerial success factors of Chinese managers: a comparison between mainland and Hong Kong Chinese males
Authors: Chiu Randy K. , Stembridge Allen
Published: July 2002

Recent research has identified the major activities and factors that contribute to the success of managerial performance and growth. However, because of cultural differences, it is unwise to generalize such findings to the managerial population in Chinese societies. No comparable study of this sort has been carried out in the PRC. This research study seeks to find out what managerial success factors, as perceived by male managers in two regions in the PRC are the most influential in their rise to senior management positions. The study also compares factors perceived to be important in developing managers in Hong Kong and Guangdong.
Applying empowerment? A reply in the form of a corrective
Authors: Collins David
Published: July 2002

This paper is written as a reply to the paper “Applying empowerment: organizational model” written by Baruch. The paper argues that Baruch’s account of empowerment, in spite of its attempts to educate managers actually works to obscure understanding. Mounting a challenge to Baruch a three‐fold critique is developed. Examining the treatment of history, process and context in Baruch’s work, this paper concludes that Baruch’s analysis lacks, rejects or mis‐reads a range of contextual and conceptual issues which should be of central importance.
Grandpa lived to see white men walking on the moon (and other tales of employee development)
Authors: Holden Richard J. , Hamblett John
Published: July 2002

Initiatives in employee development (non‐work related learning) represent a significant growth phenomenon. Identifies an orthodox account of ED which has developed alongside this growth; one that revolves around shared interests and a routeway to organisation learning. The assumed mutuality which underpins orthodox accounts of the benefits that flow from ED is characterised by a return to learning which leads to greater flexibility, increased commitment and ultimately enhanced performance. Addresses some questions which appear to have been ignored in the desire to promote ED. Highlights key issues, such as, when given the choice, most employees choose not to participate, and questions whether ED can really represent a learning process which is both distinct from and superior to that which takes place day in, day out, within the workplace.
The contribution of non‐executive directors to the effectiveness of corporate governance
Authors: Clarke Thomas
Published: July 2002

Examines the role of non‐executive directors. Argues that there is universal agreement on the need for outsiders to be involved in company direction and that shareholders are not able to provide the necessary checks and balances to supervise board activities. Examines research on the system of non‐executive directors. Argues that there is a need to develop procedures to select non‐executives that are rigorous and add value. Concludes that non‐executive directors will have increasing influence on company direction.
Business process outsourcing: a new test of management competence
Authors: Sheridan May Andrew
Published: July 2002

Discusses the need for effective business process outsourcing, and starts by identifying core and non‐core activities. Common tasks of outsourcing are identified and each task is examined, in turn, to identify the management competences required. Presents a framework of technical and behavioural competences and puts forward an effective action‐learning approach for use by management development specialists. One role is examined to demonstrate a manager’s outsourced responsibilities, and the competences required to manage them.
Beyond technical competence: caring to understand
Authors: Scarnati James T.
Published: July 2002

Discusses concern for others as one of the unwritten rules of leadership. Defines caring as a quality tool used by successful leaders, to meet the legitmate work related needs of individuals within the organization. Provides guidance, techniques, and examples that can be used to implement a caring work environment. Positive human interaction by leaders is featured as a primary tool to motivate employees, to increase productivity, and to increase customer satisfaction. The author stresses that manner in which leaders treat their employees is the manner in which the employees will treat the customers. Establishes a sound philosophy for implementing motivational techniques that increase job satisfaction. Includes quotes from contemporary and historical leaders.
Teaching to learn and learning to teach: notes toward building a university in a management consulting firm
Authors: Nevins Mark David
Published: July 2002

The shape and makeup of a corporate university in a management consulting firm remains a vexed question: what should it look like, and what should it do, to develop its professionals most effectively? There is not a great deal of literature on this topic ‐ or on management, human resources, and professional development in professional services firms in general ‐ as these firms tend to hold their cards close to the vest. This article offers some initial thinking about education and development in a management consulting firm, with the aim of laying out a framework for understanding what a university in such a context might be. The hope is that this consideration of the particular dynamics of management consulting firms and the challenges for education and development therein, coupled with a case study of the curriculum at the management and strategy consulting firm of Booz·Allen & Hamilton, will open up a discussion of the most important factors for success in this arena.
Distance learning in a changing environment at Lucent Technologies
Authors: Harrod WIlliam L. , Townsend Laurel A.
Published: July 2002

Since separating from the AT&T Corporation in 1996, Lucent Technologies, Inc. has become one of the world’s leading designers, developers and manufacturers of communications systems, software and products. A key business imperative for Lucent Technologies is, of course, to keep abreast of its ever more aggressive global competition. The leadership of Lucent strongly believes that the core of its competitive advantage is the up‐to‐date skills, knowledge and commitment of its employees, worldwide. Consequently, the Learning and Performance Centre was created at the inception of the company and has been charged with providing the learning solutions that the individuals and organizations within the company need for success. This article describes the approach that has been adopted to link learning and development to business needs, to deliver learning opportunities where and when they are needed via technology, and to assess the impact of learning programs on business results.
Transforming decisions into action
Authors: Ballé Michael
Published: July 2002

Looks at the decision‐making process, noting examples of good and bad practice. Considers how to ensure decisions are acted upon by confronting possible problems encountered along the way and reasons most often, after the event, for failure. Focuses on the “action plan” as used by many managers and organisations and highlights important factors that are often left out of such plans. These include suggestions for anticipating reactions to decisions and changes.
Careers for the new millennium
Authors: Lloyd Bruce , Bereznicki Cathy
Published: July 2002

Dr Bruce Lloyd, Principal Lecturer in Strategy at South Bank University, in discussion with Cathy Bereznicki, (now former) Chief Executive of Institute of Careers Guidance, about the challenges facing both the careers guidance industry in particular and its clients in general. These new challenges include the growing importance of lifetime learning, the impact of globalisation in many areas, more flexible working, changing expectations, increasing attention to the whole area of values and a greater emphasis on personal development. All these factors are likely to radically alter what we mean by a career in the years and decades ahead. This will have a far reaching effect on the nature and form of the support industies, such as those provided by the Institute of Careers Guidance.
Mistaken identity: never mind
Authors: Bass Andrew , Hosking Dian‐Marie
Published: July 2002

Presents a social constructionist account of organising processes in which the focus is on joint (not individual) acts, on action as any human activity and its artifacts ‐ including talk, and on making “people and worlds”. The authors show that actions, or more widely, projects, can be co‐ordinated without the need for shared understanding, shared vision, common projects and the like; indeed, they argue that shared understanding is a dangerous illusion. In its place they offer a view of organising processes and their development that focuses on the present‐future rather than the past and problems, to acting from within rather than commenting from without, and the acceptance of many projects (not the dominance of one).
Another look at corporate America’s culture
Authors: Lankford William , Mintu‐Wimsatt Alma
Published: July 2002

The fast pace of business diversification, the “I and me” work ethic, and 1980s entrepreneurship have been superseded by downsizing, teaming, and total quality management. Some managers, who believe that finding the “right” or “strong” culture enhances corporate effectiveness, attempt to conceptualize the culture of organizations. This study examines employees’ perceptions of today’s organizational culture. The assumption here is that organizational culture in the 1990s has changed when compared to the 1980s era of diversification, mergers, and entrepreneurship. This study provides evidence that the emphasis on external stakeholders’ interest has led to so much downsizing that employee loyalty is adversely affected. As a result, organizations are not meeting the increased need for teamwork and problem‐solving.
Communicating with the community
Authors: Wells Barron , Spinks Nelda
Published: July 2002

This article examines the context of public relations as a communication activity in today’s business organizations. This is one of the most important communication activities carried out by the organization. Maintaining favorable relations with the community is as essential as maintaining favorable relations with other audiences such as customers, clients and employees. An organization will not be successful unless it can relate favorably to the community in which it is located. As a major audience for organizational communication, the community consists of all people in all walks of life who are affected significantly by the organization and who, in turn, affect it. Public opinion is an emerging force in the world today, and public opinion is shaped by communication. Some of the community audiences with which a company will regularly communicate are employees, shareholders, creditors, consumers, the media, the public, and government agencies.
Developing management competencies for fast‐changing organisations
Authors: May Andrew
Published: July 2002

Business strategies are reformulated constantly as organisations respond to competitors’ actions and changes in business technology. Changed strategies require supporting management structures, the design of which is facilitated by knowing the management competencies existing within the organisation. Management developers must identify common competencies that managers need, irrespective of the organisation structure, and fine tune management’s skills to meet the specific requirements of organisational strategies. Suggests how “common” competencies can be identified and a competency framework developed. A competency development approach is shown through action‐learning and sources identified for management developers.
Use of the World Wide Web, hyperlinks and managing the news by criminal justice agencies
Authors: Dykehouse Stephen G. , Sigler Robert T.
Published: July 2002

This paper presents the results of two research projects designed to evaluate the extent and nature of the use of the World Wide Web by criminal justice agencies. Discussion focuses on the extent and nature of Web use by type of agency, who links to whom, and the use of the Web to disseminate information from a news‐making criminology perspective.
Community‐oriented policing in Germany
Authors: Feltes Thomas
Published: July 2002

Presents data from two surveys and arguments in favour of a restructuring of the police service, in general, and police training in particular. Contends that to keep up with an ever‐changing world, the police has to become more versatile itself, without losing sight of its core functions: protection and security provision. These objectives can only be achieved by a police force that cooperates intensively with the people, i.e. relies on a community‐oriented approach to policing, and one whose members have been provided throughout their training with problem‐solving skills and techniques and have developed a high degree of self‐motivation. Suggests that in the current social and economic climate there is an urgent need for such reforms, best achieved through international cooperation.
Effective officer and good neighbour
Authors: Jobes Patrick C.
Published: July 2002

This paper analyses the complex relationship between rural social structure and law enforcement. It examines perceptions regarding effective policing and levels of local crime among a selected sample of police officers in rural New South Wales, Australia. Rural officers were oriented toward practical community policing by being sensitive to expectations their communities have about providing service and maintaining order in addition to enforcing the law. Officers with accurate perceptions about local levels of crime liked their communities and said that accommodating to the community, being a good listener and treating the placement as a 24 hour job, were essential for being an effective police officer. Lower ranking, recently assigned and younger officers more accurately estimated local crime levels. Contrary to earlier research in selected high‐crime rural Australian communities, most of these respondents liked their placements. Many seemed sensitive to avoiding urban police culture, at least during the earlier phases of their careers.
Reporting violent acts to the police
Authors: Sigler Robert T. , Johnson Ida M.
Published: July 2002

Members of minority groups, particularly minority groups that are race based, report less confidence in law enforcement across a number of dimensions. These people believe that the police act in a discriminatory manner. The current emphasis on community policing, among other things, should improve community attitudes toward the police. The data reported here suggest that the reverse is true for one southern city. In that city, minority subjects are less willing to report acts of violence that they believe to be wrong to the police.
Evaluating community policing: quality police service and fear of crime
Authors: Steven Dietz A.
Published: July 2002

Discusses the relationship between quality service and fear of crime as measures of community policing. Reports on a survey which asked 500 residents of Austin, Texas, their perception of safety (an aspect of fear of crime) and their perception of the quality of police service. Indicates that there is little relationship between citizen’s perception of safety and the quality of police services. The strongest relationship was found between perception of safety in the home and citizen’s general knowledge of the police department. Suggests that fear of crime is in many ways a theoretical concept that needs to be explained better if practitioners of community policing are going to measure their success against it.
Impact of pepper spray availability on police officer use‐of‐force decisions
Authors: Lumb Richard C. , Friday Paul C.
Published: July 2002

Use of “less than lethal weapons” by police has generated extreme review and controversy in some highly publicized cases. Confronting hostility and aggressiveness, police officers cannot turn away and flee from a dangerous situation, forcing them to select the best available option for controlling the individual. Among the officers’ choice of responses, oleoresin capsicum (OC) pepper spray has proven to be extremely effective. However, this is not a risk‐free weapon, and due to a number of suspect deaths following its use, it has become controversial. Investigates if OC spray reduced the frequency and level of use of force, and if its availability affected the number of suspect and officer injuries.
The German police: issues in the unification process
Authors: Harlan John P.
Published: July 2002

Investigates how effective the Federal Republic of Germany (FRG) has been in reaching the goal to inculcate the police in the territory of the former German Democratic Republic (GDR, East Germany) with the West’s value system of policing, that is, “citizen friendly” police. Research methods utilized in this examination included a review of the literature, both interviews and correspondence with officials of the FRG(federal and state), and the content analysis of the German weekly news magazineDer Spiegel. The scope of this study was limited to civilian policing, federal and state within the territory of the former GDR. Suggests that it will probably take a considerable amount of time to achieve the goal of citizen‐friendly police in the East, given the turbulence (economic, political, social, etc.) of the past several years. This goal can only be achieved when both police practice and citizen perception are in sync.
The armed police in the British colonial tradition
Authors: Das Dilip K. , Verma Arvind
Published: July 2002

The model of policing which originated in Ireland was designed to police a foreign land and is known as the colonial system. Describes the influence of the colonial model in the development of the armed police in India, used for order maintenance rather than the prevention and detection of crime. Contrasts with the Metropolitan Police system are drawn and the history of the Indian police is outlined. Although successful in protecting British commercial and political interests in the past it no longer serves the more recent needs of India, e.g. dealing with underlying social problems, allowing democratic ideals and freedom. A civilian model needs to be developed.
Evaluating problem‐oriented policing: a quasi‐experiment
Authors: Jesilow Paul , Meyer Jon’a , Parsons Deborah , Tegeler William
Published: July 2002

Problem‐oriented policing has been widely implemented during recent years, but researchers have conducted few controlled evaluations to assess its effectiveness. This paper presents a quasi‐experiment designed to test the effects of one such programme. Interviews with Santa Ana residents before and after the introduction of problem‐oriented policing in the city’s developmental district suggest that the archetype can lessen citizens’ complaints about their neighbourhoods.
Police handgun qualification: practical measure or aimless activity?
Authors: Morrison Gregory B. , Vila Bryan J.
Published: July 2002

American police trace their initial brush with handgun training to efforts taken by New York City in 1895. Developing proficiency did not become a widely held priority until beginning in the mid‐1920s when the reform era’s focus upon training understandably led them to desire being not just trained, but “qualified” with their handguns. Qualification is a military‐derived status introduced in large part by the National Rifle Association’s police firearms training programme between the two World Wars. Today, as then, formal qualification expectations imply that officers exceeding various minimum performance levels are competent to employ handguns during armed confrontations. An examination of police field marksmanship in armed confrontations ‐ within the context of firearms training developments, the nature of and role played by “qualification”, and the basis for threshold scores ‐ suggests otherwise.
Japanese policing ‐ an American invention
Authors: Chwialkowski Paul
Published: July 2002

In the 1990s, the renewed scholarly interest in community policing includes more comparative and historical research, with many studies focusing on Japan. This article presents historical evidence that the highly‐touted Japanese police system was an American invention originating from the post‐World War II occupation of Japan. A review of the facts indicates that not only did the USA reform the Japanese police system, but insisted on re‐creating it according to American models.
International police co‐operation: a world perspective
Authors: Das Dilip K. , Kratcoski Peter C.
Published: July 2002

This paper focuses on the main discussion points of the 4th International Police Executive Symposium in Vienna, 1997. The symposium’s theme was international police co‐operation and particular attention was paid to current co‐operation projects, plans for the future and the lessons that can be drawn from their experiences. The results of a questionnaire covering the issues raised by the symposium are examined in light of the discussions which ensued in Vienna. It was found that the subject of international police co‐operation has strong support and that the views expressed by the participants are very widely held. The results of the questionnaire, although reflecting the views of the symposium, suggested that there are a significant number of people who have little or no knowledge of international police co‐operation.