bluuebunny/crossref_metadata_2025 huggingface dataset:
Assessment of management training needs and selection for training: the case of Libyan companies
Authors: Agnaia Almehdi A.
Published: July 2002

Results of the empirical studies on Libyan management practice generally, and MTD in particular, indicate that the administrative functions are practised and operated without effective methods, and away from acceptable standards. Libyan public companies have difficulty in identifying the training required for their employees, which has led to a common feeling among employees that they do not have enough training to enable them to perform their job properly. Furthermore, the decisions related to MTD activity are still dependent on personal relations, family ties, tribalism, etc. rather than on an established procedure. Focuses on the assessment of MTD needs and selection for MTDPs in Libyan industrial companies by finding out how these companies select their employees for MTDPs and the main ways and techniques used by the companies to perform this activity. Reveals that the approaches and techniques used by companies for selecting their employees for MTDPs and for assessing MTD needs depend mostly on indications of performance reports and on bosses’ and supervisors’ views. At the same time, surveyed and interviewed managers did not indicate any communication with the employees who are the basic ground for MTDPs. Identifies the difficulties and problems in MTD needs assessment and, therefore, allows readers to contrast Libyan management training and development practices with their own local counterparts.
Impact of culture on performance management in developing countries
Authors: Mendonca Manuel , Kanungo Rabindra N.
Published: July 2002

Argues that performance management techniques and practices developed in US organizations cannot be successful in the developing country context to gain competitive advantage unless the issue of culture‐fit is addressed adequately. “Culture‐fit” can be ensured when managers adopt human resource management strategies to overcome the cultural constraints and build on the strengths of the socio‐cultural environment.
Cultural adjustments required by expatriate managers working in the Nordic countries
Authors: Tixier Maud
Published: July 2002

Argues that although the four Nordic countries are commonly lumped together, given their historical ties, they show many differences. While all share a deeply rooted love of nature and solitude, the prevailing egalitarianism in these countries manifests itself differently when it comes to management or communication. Finland has the most autocratic management style but Norway, which shares a similar literary tradition has a very participative management style. While unions play an important role in Norway and Sweden, Denmark and Finland avoid collective bargaining and manage less democratically. The adjustments required by a Euromanager to adapt to the Nordic lifestyles are very demanding, requiring corporations to select and filter candidates seriously for any Scandinavian mission. Outlines the main characteristics of the people of the four Nordic countries, both on a personal level and in a work context. Compares and contrasts the management styles of the four countries.
Minimizing employee layoffs while downsizing: employer practices that work
Authors: Allan Peter
Published: July 2002

Notes that sizable workforce reductions have been commonplace in the US economy in the 1980s and 1990s. However, some employers have resisted the temptation to reduce costs through massive layoffs, believing that it is more advantageous to retain their employees than to terminate them. These employers have managed to minimize or even prevent layoffs by using a variety of strategies. Describes some widely used strategies and provides examples of companies that have implemented them successfully.
Non‐standard working‐time arrangements in Australia and New Zealand
Authors: Allan Cameron , Brosnan Peter , Walsh Pat
Published: July 2002

In the post‐Second World War period, working and social life has been organised around the concept of a standard day and week with premium payments for work undertaken during unsocial hours. In recent years, this standard model for organising working‐time has been placed under pressure from a range of supply‐ and demand‐side factors. Greater female and student participation in the labour force has led to a fragmentation of working‐time preferences on the supply side. Employers, on the demand side, have also sought to dismember the standard working‐time model to eliminate premium payments for unsocial work and to achieve greater control and flexibility in the allocation of non‐standard working hours. Employer demand for this type of labour flexibility has been one of the central rationales for the decentralisation of industrial relations systems in Australia and New Zealand. This paper seeks to assess whether employers in the more deregulated New Zealand system have instigated a vastly different non‐standard working‐time regime from their Australian counterparts. The article concludes that there are only minor differences in the distribution of non‐standard working hours in Australia and New Zealand. This finding challenges the notion that the arbitration system is a major impediment to the organisation of working‐time. Rather, it appears that production and operational demands are the central imperative in the structuring of working‐time within firms.
The costs of job‐insecurity ‐ results from Switzerland
Authors: Wolter Stefan C.
Published: July 2002

This paper is about the effects of unemployment on consumption behaviour through “job security” in Switzerland. Based on a behavioural model of consumption the paper establishes the links between job security and consumption empirically. In a second step, perceived “job security” as reported in the Swiss Consumer Survey is then connected with the labour market. The paper finds that the record high level of unemployment since 1991 has mainly caused the observed deterioration of the perceived “job security”. Two different scenarios of unemployment rates are then developed to show the quantitative effects unemployment had on perceived “job security” and finally through this measure of consumer confidence on consumption expenditures. In conclusion the unusually high number of unemployed have acted as a psychological shock to change the subjective assessment of “job security” to such a degree that significant changes in consumer behaviour have resulted.
Does economic stagnation affect unemployed workers, even when re‐employed?
Authors: Curti Monica
Published: July 2002

The present analysis concentrates on short‐term effects of unemployment, namely on the transition from unemployment to re‐employment. This empirical analysis estimates the post‐unemployment individual earnings using a double‐selectivity approach (unemployment risk and the re‐employment probability). The data used in this paper are taken from five waves of the Swiss Labour Force Survey which has been collected by the Swiss Statistical Office since 1991.
Estimating wage functions and wage discrimination using data from the 1995 Swiss labour force survey: a double‐selectivity approach
Authors: Henneberger Fred , Sousa‐Poza Alfonso
Published: July 2002

The data from the Swiss Labour Force Survey (SAKE) have been widely used to estimate wage functions, which in turn have been applied for the determination of wage discrimination between genders. One serious problem with the SAKE data is that about 17 per cent of employed individuals did not report wages. Those studies which use the SAKE data to estimate wage functions simply ignore these non‐respondents. Such an approach could lead to a serious selectivity bias if the response decision is not purely random. In this study this issue is analysed in a double‐selectivity framework, in which both this response decision and the usual market‐participation decision are modelled. Although the response decision can be partially explained by certain socio‐economic variables, a large degree of randomness/unexplained variation exists. The authors therefore conclude that, in the absence of a better model, the standard approach at estimating wage functions (i.e. only correcting for the selectivity bias arising from women’s participation decision) is the most appropriate one.
Demand for industrial management manpower in Taiwan
Authors: Kao Chiang , Tau Lee Hong
Published: July 2002

Analysis of manpower demand is important not only at corporate level for corporate planning in human resource, but also at industry level for policy making in higher education. In this paper a regression model is built to estimate the industrial management (IM) manpower demanded by the manufacturing industries in Taiwan by using the reliable data of large firms. In forecasting, the manpower needed by individual firms of different sizes as well as by the whole industry for three education levels, namely, junior college, university and graduate school are estimated. The skill requirements of the IM employees as viewed by the industries are investigated. A three‐factor analysis of variance is conducted to detect differences among the disciplines, industries, and education levels. The results provide some explanation for the economic development of Taiwan. Since the methodology of this paper is very generic, it is readily applicable to other professions in other countries.
The effect of foreign acquisition activity on US union wage premiums
Authors: Peoples James , Hekmat Ali
Published: July 2002

Past studies on foreign corporate investment and wages hypothesize that by expanding into highly concentrated and highly capital intensive industries, foreign owners are better able to pay higher wages than their domestic counterparts. Our study tests this hypothesis by comparing the effects of domestic and foreign acquisition activity on union and non‐union wages. We find strong evidence supporting the ability to pay hypothesis. There is no indication of bargaining strength changing with foreign acquisitions, as such activity is not associated with larger union wage premiums. Union premiums, however, decline with greater domestic acquisition activity.
Vocational training as a force for equality?
Authors: Hocquet Lætitia
Published: July 2002

This article presents an estimation of the incidence and the impact on wages of employer provided training in two countries with different legal systems concerning this type of vocational training, France and Britain. A selectivity bias correction method is used to estimate the real impact of training on wages. This shows that, if the selection in training processes are quite similar in the two countries according to the statistically observable characteristics, this is not the case according to statistically non observable characteristics. Our results show that the “less efficient” workers (level of education, seniority, experience, firm size … being equal) are more likely to be trained by their employers in France, which does not seem to be the case in Britain. We explain this result by the fact that the two countries have a different legal system concerning employer provided training.
Mentoring and learning: the case of CPA firms
Authors: Kleinman Gary , Siegel Philip H. , Eckstein Claire
Published: July 2002

Analyzes mentoring as a learning forum for the accounting professional. Data collected from national CPA firms was utilized in the model development and hypotheses. This study examined how learning forums contribute to individual professional growth, performance and attitudes. Analysis of the model indicates that mentoring functions account for significant variance in job satisfaction, organizational commitment, intentions to leave, role ambiguity and job burnout. The analysis indicates that mentoring functions considerably influence socialization and personal learning. The research results highlighted the significance of the socialization process for accounting professionals within a CPA firm. Results of this study stressed the critical role of mentoring as a forum for individual learning. Accounting professionals who experience personal learning through mentoring relationships are less likely to leave the CPA firm since the socialization educates them to the firm’s goals, values and politics.
Clarifying inspirational motivation and its relationship to extra effort
Authors: Densten Iain L.
Published: July 2002

This study investigated the validity of inspirational motivation as measured by the multifactor leadership questionnaire (MLQ). Two new factors were identified, namely image‐based and concept‐based inspirational motivation, and their relationships with the leadership outcome of extra effort were investigated. Implications for research and practice are presented.
Production and people values: their impact on relationships and leader effectiveness in China
Authors: Liu Chun‐hong , Yu Zi‐you , Tjosvold Dean
Published: July 2002

Productivity and people maintenance values have traditionally been considered to contribute to leader effectiveness but the dynamics by which they have their effects have not been clarified. This study proposes that cooperative and competitive goal interdependence mediates the relationship between these values and outcomes. Working in organizations in Shanghai, China, 103 managers indicated their productivity and people values and 206 employees indicated their goal interdependence, leader effectiveness, and their commitment. Structural equation analysis suggested that productivity and people maintenance values affect goal interdependence which in turn results in leader effectiveness and employee commitment. Findings refine the theorizing by suggesting that leader values reduce competitive and independent goals but may not themselves strengthen cooperative goals. Results also suggest that leader values may directly induce employee commitment. The study’s findings and previous research were interpreted as suggesting that productivity and people values coupled with cooperative goals provide a foundation for effective leadership.
Triggers for Change
Authors: Beddowes Peter , Wille Edgar
Published: July 2002

What triggers organisational change? A recent UK survey of 200
companies suggests that the trigger is more likely to be a crisis than a
positive response to a perceived opportunity, or in order to pre‐empt
threats. The observed change initiatives did, however, follow current
wisdom associated with total quality management perspectives, and
customer awareness. A minority of the changes focused on “siege
mentality” strategies, slimming the company to its barest core.
The authors conclude by asking whether UK companies have the courage,
while dealing with present crises, not to destroy the
“excellence” path to a profitable long‐term future.
Organizational Analysis:
Authors: Willcocks Stephen G.
Published: July 2002

Briefly examines the organizational context of the clinical director in
the NHS. Utilizes theoretical contributions from cultural, symbolic,
political and postmodernist perspectives and applies these to the
experience of clinical directors. Discusses the importance of
understanding individual subjective views of meaning as represented in
purposive/cognitive maps. Concludes that the clinical director should be
able to diagnose the subjective views of organizational participants as
a basis for understanding individual/group behaviour.
Managing a Diverse Workforce
Authors: Diamante Thomas , Giglio Leo
Published: July 2002

Diversity‐based intervention strategies require congruence with the
culture of the client system. Achieving congruence demands the
questioning of topic definition, method of implementation, programme
content and the stated bottom‐line intent of the programme.
Practitioners are advised to introduce the subject of managing
differences in the workforce in a manner that initiates change in the
client system without bringing about rejection. The preparation of the
system for such an intervention and the strategic design of
diversity‐based programmes can lead to a corporate environment that
fosters benefits to both people and profit. Discusses the content of
training for workshop facilitators and the role of process consultation
skills when conducting managerial workshops on diversity. Practical
guidelines address the importance of organizational readiness,
co‐facilitation, client‐ownership, confrontation and management of
small‐group dynamics. Suggests that consulting psychologists enhance
organizational understanding of diversity by incorporating research on
person perception, small‐group dynamics, managerial styles (and other
individual differences), and work design – human differences interaction
with issues of stereotyping in applied organizational settings.
A Sphenomorphic Model for the Management of Innovation in a Complex
Environment
Authors: Barclay Ian , Holroyd Philip , Poolton Jenny
Published: July 2002

Introduces a new model of the “management of innovation” process,
especially as it applies to the complex environment of engineering based
new product development programmes. A review of previous attempts at
modelling the management of innovation concludes that such models are
becoming inadequate in view of the increasing complexity and changing
conditions now influencing the innovation process. Addresses the
question “can innovation be managed?” by looking in detail at the
innovation process. Uses current ideas on managing complexity and
chaotic systems to develop a recursive model, which, from its wedge‐like
shape, is termed a “sphenomorph”. A hierarchical collection of
sphenomorphs combine to form a complete innovation process. Further,
each sphenomorph comprises four distinct stages, each requiring a
different management style for success. Considers the need for adaptive
managers, capable of dealing with all four stages of the innovation
process, and reviews methods whereby such management characteristics may
be identified and encouraged through appropriate training and
development.
Strategy evaluation in powerful environments
Authors: Richardson Bill , Thompson John
Published: July 2002

Examines the organization as a system of interrelated competences.
Argues that strategic development, rather than following on the making
of product‐market choices, might be better achieved through the
measuring, improving and monitoring of a range of critical competences.
Infinity goes on trial: the imperatives for a sustainable reality
Authors: West Penny
Published: July 2002

Presents some millennial thoughts on the appropriateness of the
nature of work and organizational life in a future we can only sense
rather than predict. It seems that it is of critical importance to
question the core paradigms with which organizations and society
currently identify. On this assumption, organizations will have to
experience paradigm shifts that encourage them to view themselves as
part of an interconnected, social and ecological network and take these
aspects into account in the strategic management process. In order to
achieve this, they will need to develop a clear, inter‐generational
world view of corporate and social responsibility and accountability in
terms of understanding, applying and controlling progress and its
associated risks. Concludes that we can no longer make assumptions about
the future or manipulate infinity; a sustainable reality will
essentially be dependent on how responsibly we interpret and implement
progress in the strategic management process.
Correlates of internal and external leadership of top management
teams
Authors: Kakabadse Andrew , Timothy McMaho J. , Myers Andrew
Published: July 2002

Presents a study of correlates of divergent vision within, and
sensitivity to internal issues by, top management teams across an
eight‐country sample of 2,514 top managers. The outcome reveals their
importance as well as remarkable similarities. Findings relate, among
others, to organizational issues ignored, business consequences, and
satisfaction. These highlight the “culture‐free” importance
of both the internal and external roles of top management.
The organizational culture saga ‐ from OD to TQM: a critical review of the literature. Part 1 ‐ concepts and early trends
Authors: Lewis Dianne
Published: July 2002

The first in a series of two articles, traces the saga of the organizational culture literature from the organization development model through to the recent interest in total quality management, forming a link between the three concepts. The literature has, at various times ‐ and sometimes concurrently ‐ defined the concept of culture, prescribed methods of study and diagnosis, discussed the possibility of culture change and often prescribed change methods, recommended methods to evaluate the extent and success of change and, most recently, looked at the part culture and culture change play in achieving total quality through the medium of total quality management. With few exceptions, the notion of managerial control is not addressed. Argues that, while TQM had separate origins from the culture movement, the two fields have converged recently with the idea that to achieve “excellence” and “quality”, it is necessary either to change or work with the culture of an organization. Reviews the literature concerned with defining the concept of culture itself and recommended methods of study, diagnosis and measurement, themes that occur predominantly in the early literature.
Organization development and leadership: R.B. Reid and the dynamics of success
Authors: Barlow Graham
Published: July 2002

Discusses British Rail’s (BR’s) organizational transformation during the 1980s and in particular the position of R.B. Reid, chairman of the British Railways Board (BRB) during that period. As a career railwayman, Reid was an atypical choice to chair the BRB. Considers how Reid brought his professional knowledge and experience to bear in carrying through arguably one of the most fundamental processes of change and organizational development that BR has experienced in the past 40 years.
The outlook for globalization
Authors: Lloyd Bruce
Published: July 2002

Bruce Lloyd of the South Bank University reports on an interview with Professor George S. Yip, author of Total Global Strategy: Managing for Worldwide Competitive Advantage. Argues that managers must analyse their industry and identify the specific drivers that affect their operation and development. Leads to the identification of a number of global strategy levers: global market participation; products (global products, or local products); location of the value chain; marketing strategy. Explores critical success factors: a combination of traditional concepts associated with building and maintaining a competitive advantage and creating global capabilities and a global network that can tap into the best resources and expertise available around the world, as well as knowing how to pull it together and use it effectively. Maintains that the greatest challenge for management education all over the world is how to reconcile theory and practice. You must understand what you need to learn, then develop the capability actually to learn it.
Quality management in local government, the same as in the private sector but different
Authors: Appleby Alex , Clark Antony
Published: July 2002

Looks at the growing importance of quality management in local government. Identifies the current thinking behind total quality and the need to apply established theory in the public domain, and explores the approaches and methodologies which are currently available to do this. Develops a framework for total quality from the work of a number of quality gurus. This framework can be used to examine the key requirements of total quality implementation, and hence expanded to take account of the special purpose of, and constraining conditions which apply to, local authorities.
A networking model of change for middle managers
Authors: Schaafsma Hank
Published: July 2002

Discusses the Karpin Report which suggests that the development of management skills is the key to workplace reform. To achieve a breakthrough in management skills will require a new model of learning and a new model of change for middle management. Managers will need to learn how to learn about change, particularly during the implementation phases of any programme change. Describes a model of change management which successfully integrates action learning skills in the workplace with the manager’s networking style. Briefly outlines five key elements of the “concerns‐based networking” model of change. This change model was successfully “tested” in two large organizations, through participatory action research. Uses case study data from 30 middle managers involved in various action research projects to illustrate how the networking model works.
Transformational leadership in the UK management culture
Authors: Lim Bernard
Published: July 2002

Reports an investigation of transformational leadership among UK managers. Podsakoff et al.’s (1990) measure of transformational leadership was administered to 25 managers within one organization, and the results correlated with superior and subordinate ratings of the managers’ effectiveness. Findings indicate that effective managers employ a transformational leadership approach akin to Kouzes and Posner’s model. Discusses limitations of the present research and areas for further research.
Thinking styles as moderators of role stressor‐job satisfaction relationships
Authors: Abraham Rebecca
Published: July 2002

Describes the moderation of role stress, specified by role ambiguity, conflict and overload, and job satisfaction by thinking styles. Individuals capable of successfully employing specific styles were successful in reducing the deletrious effects of role stress on job satisfaction. Principal findings included the moderation of the role ambiguity‐job satisfaction relationship by the global style; the role overload‐job satisfaction relationship by the hierarchic style and the judicial style acting jointly with task significance; role conflict due to conflicting requests by the hierarchic style with task identity and task significance; and role conflict from incompatible standards of evaluation by a liberal style with job autonomy and a judicial style with task significance. Discusses both theoretical and practical implications.
Leading radical change in transition economies
Authors: Newman Karen L.
Published: July 2002

New managers in central and east European companies were faced with daunting challenges to manage their companies through the transition from central planning to competition and to change their companies radically so that their firms would be capable of competing effectively. Based on the analysis of six longitudinal company cases from the Czech Republic, I identify the key skills that new managers had to have and where they were able to obtain those skills. The seeds of current managerial expertise could often be found in experiences under central planning, despite the fact that central planning more generally rewarded behaviors that were counterproductive in market‐based competition. Results are discussed in the context of leading radical organizational change.
Predictors of decision‐making styles in a non‐western country
Authors: Yousef Darwish A.
Published: July 2002

This study focuses primarily on exploring the role of organizational culture and level of technology used in the organization as predictors of decision‐making styles in a non‐western country, the United Arab Emirates. Results suggest that organizational culture, and level of technology used in the organization in addition to decision‐maker’s education and management levels are good predictors of decision‐making styles in such an environment. Results also indicate that a tendency towards the participative style prevails among Arab, young, middle management and highly educated managers.
Open book management: a new approach to leadership
Authors: Lloyd Bruce , Case John
Published: July 2002

Dr Bruce Lloyd, Principal Lecturer in Strategy at South Bank University in discussion with John Case, Editor at large of the well respected US based entrepreneurial journal, Inc. and author of Open‐Book Management: The Coming Business Revolution and The Open‐Book Management Experience: Lessons from over 100 Companies that Have Transformed Themselves by Nicholas Brealey (1998). John Case argues that, today, everyone needs to feel that they are partners in the business and not just hired hands ‐ or brains. To achieve this objective requires an emphasis on sharing information at all levels and this involves reinventing (or re‐discovering) the role for management that is driven by values and the need for more effective learning at all levels.
Facilitating problem‐solving groups: a conceptual model
Authors: McFadzean Elspeth , Nelson Terry
Published: July 2002

Groups are an integral part of organisational life. It is important, therefore, that these teams are managed both efficiently and effectively. One method of undertaking this process is to employ skilled facilitators who can support and direct the group’s processes. This paper discusses a method of facilitation that not only will help a problem‐solving group to remain structured and focused but will also help to encourage creative thought and output. A conceptual model has been developed which managers can use as a handy checklist or reference while undertaking the process of facilitation.
JARA publishes A Survey of Technological Strategy for Creating Robotic Society for the 21st Century – from robot to RT
Authors: Kusuda Yoshihiro
Published: July 2002

Outlines the main highlights of the JARA (Japan Robotic Industry Association) report A Survey of Technological Strategy for Creating Robotic Society for the 21st Century. This survey was sponsored by the Japanese government's METI (Ministry of Economy, Trade and Industry. This bulky report (298 pages) may constitute a national guideline of Japanese research and development for the future in light of the future “Robotic Society”.
Weld‐bonding: the best or worst of two processes?
Authors: Messler Robert W.
Published: July 2002

Weld‐bonding combines the physical force‐based process of welding with the chemical force‐based process of bonding or, more properly, adhesive bonding. When done properly, the claim is that a hybrid process results which offers the best of both processes; the high joint efficiency, resistance to diverse and complex loading, and temperature tolerance of welding; the load‐spreading, stress concentration‐softening, and structural damage tolerance of adhesive bonding. And, beyond these individual process attributes, there are claims, or at least predictions, of synergistic benefits in the form of improved energy absorption and fatigue life for demanding applications. However, it is difficult to find reliable data in the open literature to support these real or potential benefits. Furthermore, complications in performing the hybrid process in practice place an even greater premium on process control than normal. This paper explores the question, “Is it all worth it?” The paper delves into the theory underlying weld‐bonding, the facts concerning the process including pluses and pitfalls, and considers where the process could or should go from here.
Selection of a manipulator for a flexible assembly system
Authors: Edmondson N.F. , Redford A.H.
Published: July 2002

One of the first steps in designing a flexible assembly system is the selection of an appropriate manipulator. There are a number of different manipulator configurations which can be chosen depending on a variety of factors such as the assembly workspace layout, product size, weight, and component insertion direction.A number of methodologies have been written to help the selection of a manipulator for process cells. However, little work exists to aid the machine designer in the selection of an appropriate manipulator for flexible assembly. This paper examines the factors which affect this process.
The new product design process and design for environment
Authors: Sroufe Robert , Curkovic Sime , Montabon Frank , Melnyk Steven A.
Published: July 2002

This paper examines the role played by environmental issues during the new product design process. These issues are studied through an exploratory research project based on case studies of ten companies. The firms studied can be categorized into one of five major groups: innovators, early adopters, early majority, late majority and laggards. These groups strongly parallel the model of new product acceptance initially developed in the computer industry, as presented by Moore (1991). Of interest is the gap that exists between the early adopters and early majority users. This gap forms a chasm. Those factors that account for acceptance of environmentally responsible manufacturing in the innovators and early adopters are significantly different from those factors observed in the early majority, late majority, and laggards. This paper examines these and other differences, and the impact of these differences on the acceptance and use of environmental concerns within the new product design process.
Assessing some distinctive dimensions of performance feedback information in high performing plants
Authors: Forza Cipriano , Salvador Fabrizio
Published: July 2002

A primary function of the Performance Measurement System is to provide employees with information on their past performance, allowing them to assess the outcomes of their actions, and therefore if they are meeting or not the objectives they are given. This work aims at contributing to the understanding of how the effectiveness of performance feedback information can be improved by defining a set of distinct performance feedback dimensions based on a PMS literature review, and by validating it empirically on an international sample of 164 manufacturing organisations. The proposed dimensions are: relevance as performance feedback orientation to the achievement of objectives; dynamic adjustment of performance feedback; relevance as usefulness of cost performance feedback; relevance as usefulness of non‐cost performance feedback; timeliness of shop‐floor performance feedback; personal performance feedback; and feedback on the overall process performances. The analysis shows that these dimensions are distinct, thus allowing to deal with them separately both in PMS design and audit. As far as the effectiveness of the performance feedback is concerned, it emerges that for several dimensions higher scores are associated to higher operating performances (cost, time and quality), but in one case this only holds for managers and in another one only for supervisors.
Manufacturing change
Authors: Duberley Joanne , Johnson Phil , Cassell Catherine , Close Paul
Published: July 2002

This paper reports on research currently being undertaken into change in performance evaluation and control systems. Case study research involving the use of repertory grids, in‐depth interviews and observation has been undertaken to examine the impact of these systems on behaviour and the potentially problematic nature of change in performance evaluation and control systems. This contrasts with previous research which has often assumed that such systems can be treated almost as easily manipulable independent variables. The case study illustrates the ways in which performance evaluation and control systems provide a formative context which means that change can be difficult to achieve and requires an understanding of the cultural assumptions underpinning both current and desired systems.
A methodology for achieving agility in manufacturing organisations
Authors: Zhang Z. , Sharifi H.
Published: July 2002

As we approach the twenty‐first century, manufacturing success and survival are becoming more and more difficult to ensure. This fact is rooted in the emergence of a new business era that embraces “change” as one of its major characteristics. The emphasis is now on adaptability to changes in the business environment and on addressing market and customer needs proactively. The emerging paradigm is agile manufacturing. Understanding and responding to changes, and taking advantage of changes through strategic utilisation of managerial and manufacturing methods and tools, are some of the pivotal concepts of agile manufacturing. This paper discusses these concepts and presents a methodology to assist manufacturing companies to achieve agility. Industrial questionnaire surveys and case studies are carried out to support and validate the methodology. Results and conclusions derived from the surveys and case studies in support of the methodology are reported.
Technological and organisational change in small‐ to medium‐sized manufacturing companies
Authors: Lee Gloria , Bennett David , Oakes Ian
Published: July 2002

This paper examines the extent to which a learning organisation perspective is attainable in small‐ to medium‐sized manufacturing companies. An audit tool is developed from the literature on organisational learning and recognised processes that lead towards becoming a learning organisation. The paper focuses on the application of the audit tool in three UK automotive component suppliers which are all experiencing pressures for change imposed by the major vehicle manufacturers. The main changes are concerned with tiering of the supply chain and substantial delegation of responsibilities to component suppliers including an increasing emphasis on innovation and continuous improvement. The companies presented in the paper are taken from a research project into the impact of changes in supply chain relationships on the operation of small‐ and medium‐sized manufacturing firms in the West Midlands region of the UK. The ways in which the companies are responding to change are presented together with the results of a self‐assessment using the developed audit tool. These results suggest that companies of this type tend to focus on change in those areas that involve least challenge to the established power and authority of management.
Organisation design in operations management
Authors: Ruffini Frans A.J. , Boer Harry , van Riemsdijk Maarten J.
Published: July 2002

The organisational design of production systems is thought to be one of the key determinants of their performance. Therefore, in order to enable them to contribute effectively to the successful creation of products and services, OM practitioners need up‐to‐date, comprehensive and sufficiently detailed organisation design theory. However, 27 case studies aimed at identifying and explaining design performance relationships produced results that could not be explained using organisation theory (OT), while operations management (OM) theory did not provide much help either. OM, because the discipline lacks good organisation design theory. OT, because of some severe limitations, which are mostly due to the paradigmatic directions this discipline has taken. Consequently, OM has to take up the gauntlet itself. An agenda for OM‐driven organisation research is proposed, which builds on the strengths of OT, takes away its major weaknesses, and is believed to contribute to the development of actionable organisation design theory.
Improving co‐development through process alignment
Authors: Evans Stephen , Jukes Sarah
Published: July 2002

There has been a recent surge of enthusiasm within the automotive industry to build closer supplier relationships within the area of product development. One concept deemed central to these relationships is the alignment of development processes between the collaborating organizations, an area that is expanded upon within this paper. We suggest that synchronization can be achieved through the four key steps of process standardization, knowledge sharing, alignment of existing practices, and continuous elimination of waste within the joint development cycles. A methodology for implementing these stages is presented along with the underlying principles on which it is based – the importance of joint teamworking and multi‐company involvement within the alignment process is highlighted.
Impact of business type upon the adoption of quick response technologies – The apparel industry experience
Authors: Ko Eunju , Kincade Doris , Brown James R.
Published: July 2002

The purpose of this study was to explore the impact of business type upon the adoption process for quick response (QR) technologies in the apparel industry. Using Rogers’ (1983) innovation decision process model as our conceptual basis, we empirically investigated three stages of that process as it pertains to QR adoption: persuasion, decision, and implementation. In our study of 103 US apparel manufacturers, we found business type to impact significantly the firms’ perceptions of benefits to be derived from QR. The perceptions of these benefits, in turn, affected the apparel manufacturers’ adoption of a QR strategy which, in turn, influenced their use of various QR technologies.
Organisation of operating theatres: an Italian benchmarking study
Authors: Longo Mariolina , Masella Cristina
Published: July 2002

The paper presents the main results of a benchmarking project involving eight Italian hospitals. The project sought to examine and compare the organisational processes adopted in different operating blocks, i.e. complex organisational units comprising many different actors whose performance often has a significant influence on the level of work of the overall structure. The organisational survey was carried out by means of interviews with head nurses, surgeons and anaesthetists. In order to identify the managerial significance of activities and processes, a theoretical model of the operating block was developed, together with an appropriate performance measurement system. On the basis of this model and using analytic hierarchy process, we together with experts from the sector were able both “to measure” the strategic importance of the activities and to identify the best practices.
The moderating effect of buyer‐supplier relationships on quality practices and performance
Authors: Fynes Brian , Voss Chris
Published: July 2002

This paper contributes to, and links the areas of quality management and buyer‐supplier relationships. In doing so, we seek to address two broad research questions. To what extent do quality practices impact upon the various dimensions of quality performance, manufacturing performance and, in turn, business performance? To what extent is the relationship between quality practices and quality performance contingent upon the nature of buyer‐supplier relationships? To address these questions, we developed a path model incorporating quality practices, design quality, conformance quality, external quality‐in‐use, product cost, time‐to‐market, customer satisfaction, business performance and buyer‐seller relationships. The model was tested with data collected from 200 suppliers in the electronics sector in the Republic of Ireland. Data analysis of the data indicated considerable support for the conceptual model.
A Planning and Control Framework for Non‐profit Humanitarian
Organizations
Authors: Sheu Chwen , Wacker John G.
Published: July 2002

The management in non‐profit humanitarian organizations is often
preoccupied with its welfare objectives and ignores the operations
efficiency and operating cost controls. Proposes an operations‐planning
and control framework for small non‐profit humanitarian organizations.
The proposed framework integrates several operations management‐planning
tools such as time series forecasting, aggregate production planning,
ABC analysis, and material requirements planning (MRP) to facilitate
better demand and resource management. The purpose of this framework is
to provide management with better resource planning and a base of
performance evaluation. Using real data, this framework was applied to a
non‐profit organization taking into consideration its unique welfare
objective. Results indicate that substantial improvements in operations
efficiency and cost reduction are possible for small non‐profit
organizations through modified operations‐planning and control
activities.
US Global Sourcing: Patterns of Development
Authors: Handfield Robert B.
Published: July 2002

Describes the results of a survey returned by 97 purchasing managers who
were asked to assess current patterns of global sourcing as practised by
North American firms. Some of the issues examined include primary
sourcing allocations, supplier evaluation criteria, operational
performance measures and costs, managerial problems, and modes of
communication. The results point to the importance of linking supplier
selection criteria with corporate strategic initiatives in the
evaluation of international sources.
An Extended Model for the Joint Overhaul Scheduling Problem
Authors: Duffuaa S.O. , Ben‐Daya M.
Published: July 2002

Deals with planning the maintenance scheduling of a group of
non‐identical production units. Develops a realistic model for the joint
overhaul problem by incorporating the cost of co‐ordination. The model
selects overhaul schedules that minimize the average total cost of
operation which consist of the cost of repairs, the cost of production,
and the cost of co‐ordination. Proposes a new procedure for solving the
problem. Lower costs are obtained for two examples from the literature
which were solved using the proposed model.
Master Production Scheduling for a Process Industry Environment
Authors: Venkataraman Ray , Nathan Jay
Published: July 2002

Previous research has not addressed the problem of developing a master
production schedule (MPS) for production systems with minimum batch‐size
production restrictions. Proposes a weighted integer goal‐programming
model for the development of a rolling horizon master production
schedule, under conditions of demand certainty, for a process industry
environment with multiple production lines and minimum batch‐size
production restrictions. The presence of multiple and often conflicting
goals prevalent in production planning and scheduling is explicitly
incorporated in the model. The model can easily be implemented on a
microcomputer and the master production schedule developed is in
spreadsheet format and can easily be understood by a practitioner. Uses
a case study conducted for a paint company to illustrate and validate
the model. Results show that the MPS developed using the proposed model
is superior in terms of total cost when compared with actual company
performance.
Graphical Analysis for Machine Replacement
Authors: Walker John
Published: July 2002

Describes the advantages of combining a Windows(TM) database package and
a Visual Basic(TM) program for graphical analysis of machine replacement
problems. The database allows the regular and easy updating of the cost
elements associated with the purchase, operation and disposal of a
machine. The Visual Basic(TM) program provides a simple user interface,
requiring only the use of a “mouse” for input, program control, and
graphical analysis of output. The program has easy access to appropriate
database, spreadsheet and word‐processing packages. Illustrates the use
of the program in considering the graphical analysis of the replacement
of an ambulance fleet.
Lead‐time reduction: the search for competitive advantage
Authors: Tersine Richard J. , Hummingbird Edward A.
Published: July 2002

Generic product offerings in a boundaryless competitive environment
do not support economic viability. Time‐based dimensions of a product
are becoming an increasingly important component in assessing strategic
advantage. A generalized framework is provided for analyzing product
environments based on production/consumption gaps that can lead to an
augmented product. Traditional long lead times and high inventory levels
are less appropriate and more costly endeavours that may not even
achieve product parity.
A methodology for assessing time‐based competitive advantage of manufacturing firms
Authors: Kumar Ashok , Motwani Jaideep
Published: July 2002

Compressing the time from idea to market has become a focal
competitive priority of global manufacturing companies. Develops a
framework that assesses the strategic value of a company in terms of its
“time” performance. The primary tool employed to accomplish
this is an agility matrix whose cells represent intersection of
agility‐determinants and segments of time‐to‐market. After grading a
company on each cell, a weighted sum, called the “agility
index” is computed, which is an indicator of the firm′s capability
to compete on time.