bluuebunny/crossref_metadata_2025 huggingface dataset:
Quality Management and the Process of Change
Authors: Almaraz Jeanne
Published: July 2002

The implementation of quality programmes often leads to major change
within an organization. However, the nature and causes of such change
are not yet understood. There is need for much more research to help
determine how to implement and manage major change. Traces the
development and evolution of the quality management paradigm, including
the resistance of the academic community to it. This evolution was not
typical of a traditional organizational research issue in two ways.
First, quality programme research occurred outside areas familiar to the
organizational behaviour researcher. Second, pressure was exerted by the
business community to influence the business school curricula to include
quality management. Research on quality management was inhibited by the
major paradigmatic shift required within organizations to implement
quality programmes. Lack of commonly understood definitions of quality
programmes has hindered research by organizational behaviour
researchers. However, by relating, even redefining, quality management
as a form of organizational change, seeks to encourage organizational
behaviour professionals to add their own research to this exciting
field. Three subject areas, addressed in five articles in this issue,
serve as examples. They include quality as a strategic choice, the team
concept, and implementation of quality programmes.
Things that Go Wrong in Diversity Training
Authors: Lindsay Cindy
Published: July 2002

The experimental and potentially conflictual nature of diversity
training is explained as integral to creation of effective
organizational discourse and change in diversity. More effective
understanding and management of these conflicts is needed. To explore
how conflicts can be better understood and managed, explains patterns of
US minority and majority ethnic identity developments; presents three
hypothetical combinations of identity development paths across ethnic
group members in multi‐cultural training; discusses potential problems,
change issues and training needs.
The role of women in workplace diversity consulting
Authors: Stringer Donna M.
Published: July 2002

Data indicate that today′s business organizations are focusing on
diversity as a way of increasing their effectiveness and
competitiveness. There is every indication that women will be an
increasing percentage of the workplace at all levels. Previews the
important role women play as members of diversity consulting teams.
Gender‐balanced consulting teams model gender diversity, help clients
see women as credible resources, and women consultants model effective
skills in confronting female‐biased behaviours. Women′s inclusion in
consulting teams can also help balance interpersonal support for
personal growth and communication styles which offer greater flexibility
and effectiveness to both organizational and individual clients. While
citing supportive research, also uses anecdotal support from diversity
consultants.
The impact of third parties on strategic decision making
Authors: Saxton Todd
Published: July 2002

Proposes that previous discussions of strategic decision making in
the strategic management literature have not effectively addressed the
role of third parties including consultants. Offers three roles of third
parties, including the consultant as provocateur, legitimizer and
expert. Propositions are developed suggesting a contingency approach to
the timing and role of third parties in the strategic decision‐making
process.
Challenging the juggernaut of globalization
Authors: Steingard David S. , Fitzgibbons Dale E.
Published: July 2002

Calls into question the widespread, and seemingly inevitable,
globalization of Western business practices into every corner of the
planet. Challenges the assumption that host countries will necessarily
benefit from globalization. Stimulates critical thinking and reflection
about globalization′s origins, cultural sensitivity, fairness, sources
of power and future impact on the wellbeing of our planet. Employs a
variation of “deconstruction” and notions of post‐modernism
to engender an emancipatory anti‐globalization praxis for teaching and
consulting. Offers some preliminary contours of a postmodern
anti‐globalization discourse employing examples from The Body Shop
International plc.
A management communication strategy for change
Authors: Klein Stuart M.
Published: July 2002

Examines the issue of communicating strategically during significant organizational change. In the author’s experience, differentiated communication tactics during different phases of organizational change can have an important impact on the level of acceptance of that change by organizational participants. Enumerates and discusses empirically supported principles of effective communication and then applies them to several stages of organizational change. Draws examples from cases with which the author has had personal research and/or consulting experience. Offers general communication strategies together with specific tactics as possibilities to help facilitate change.
A comparison of the modernistic Toyota model of greenfield start‐ups with a pre‐modern Chinese family business transplanted to the USA
Authors: Cheng Cliff
Published: July 2002

The Chinese family business (CFB) is one of the most enduring and prolific organizational forms in human history. The CFB is an alternative to a modernistic organization and has been understudied in the post‐modern organizational theory literature. Compares a pre‐modern CFB transplanted to the USA with the modernistic Toyota model of greenfield start‐ups.
Critical incident story creation and culture formation in a self‐directed work team
Authors: Jordan Ann T.
Published: July 2002

Storytelling has been identified as an important vehicle for culture transmission. Explores the role of story creation and storytelling in culture change and culture formation. Using an anthropological approach, the research was conducted using qualitative methodology and a holistic definition of culture. Based on research in a company which had recently reorganized knowledge workers into self‐directed work teams, describes the process by which a critical incident becomes a story used to form culture. Addresses the questions: how does culture form in an organization? How can one identify its presence when one cannot assume that every grouping has culture? Can one see culture forming? What part do stories have to play in culture formation and change? Contributes to our understanding of some of the issues involved in managing self‐directed work teams.
“The 250lb man in an alley”
Authors: Fletcher Connie
Published: July 2002

Argues that storytelling in police organizations functions on two well‐known levels: the educational and therapeutic; and also on a hidden level, the social. On this level, storytelling serves to ratify some members and ostracize others. It also works to preserve the model of policing as force‐based rather than communication‐based. Focuses on one folkloric story common to police organizations as an example of how storytelling can act as a powerful brake on acceptance of all members and on efforts to change an organization.
The future of work in the digital diaspora: economic restructuring and education
Authors: Cooper David N.
Published: July 2002

The microprocessor and digital technologies have spawned an economic revolution enabling the global customization of mass production and services in close synchronization with the automation of consumer processes. An important outcome of this revolution is the embedding of educational processes within commercial transactions before the sale and following delivery, before which the transaction is not complete. These new processes demand that business and education work collaboratively in a new digital environment potentiating a global diaspora of highly interactive entrepreneurial and intrapreneurial commerce. The new methods of telecommunications will be so powerful and ubiquitous as to become the ESL of the new millennium. People will need to learn the methods and processes of digital work to participate in the new economy. Explores the belief that these trends have serious implications for the processes by which education prepares students for the world of work, how education and business work together, and how society prepares citizens for roles in the new economy.
Grace, magic and miracles
Authors: Lichtenstein Benyamin M.
Published: July 2002

Focuses on integrating the theory and practice of organizational transformation through the metaphors of chaos theory and self‐organization. Case study data were collected through in‐depth interviews of three practitioner/theorists ‐ Peter Senge, William Torbert and Ellen Wingard ‐ all of whom have formulated theories of organizational change which they use as practitioners for generating transformations in organizations. The interviews suggest that all three of them utilize the logic of their (very different) theories to rationally set up the conditions for organizational change, but that the transformations they describe were sparked not through rational efforts but, in their words, through “grace”, “magic”, and “a miracle”. The new sciences of chaos and self‐organization provide a number of useful metaphors that can help us understand these non‐linear events. Describes the case studies in some depth and then identifies commonalities across the interventions in terms of a three‐phase model of dynamic order, thresholds at the edge of logic, and the self‐organized emergence of new order. Uses metaphors from new science to explain this process, aiming to identify a “chaotic logic” that links rational theory and intuitive practice in transformations of groups and organizations.
Foreign companies and Chinese workers: employee motivation in the People’s Republic of China
Authors: Jackson Terence , Bak Mette
Published: July 2002

With an increasing number of foreign enterprises operating in China, there is a need to focus on the motivation of Chinese workers in such enterprises, and the way that human resource management practices address Chinese work values and motivational factors. Problems of productivity and retention of employees have been reported which reflect on the ways foreign companies attempt to motivate Chinese employees, often relying on practices drawn from concepts which work in the West. This article first looks at such Western practices, explaining why they might not work in a Chinese context. Chinese work values and motivation are compared with these approaches and propositions advanced to indicate how Chinese employees may be motivated. These are then compared with current practices and attitudes within foreign firms and joint ventures in China. For the latter a study of 13 companies in Beijing is reported, and the efficacy of policies and practices is questioned. Recommendations include the need for organisations to affect structural and policy changes in the areas of rules and procedures, reward systems, corporate identity and career planning. The provision of appropriate expatriate manager training is also suggested.
Boxing with shadows: competing effectively with the Overseas Chinese and Overseas Indian business networks in the Asian arena
Authors: Haley George T. , Haley Usha C.V.
Published: July 2002

Asserts that foreign multinational corporations (MNCs) investing in or expanding business operations in China, South and Southeast Asia often find themselves sparring with local business groups. Draws on research and experiences with firms in the region in order to enhance understandings of competitive dealings with two business networks that dominate the Southeast Asian economies ‐ the Overseas Chinese and the Overseas Indians, collectively referred to as “the Networks”. Measures the sparring rings in Asia through the historical conditions that contributed to the Networks’ fighting stances and to Asian business environments. Proceeds to place the two Asian competitors under the spotlight by highlighting cultural differences between the Networks. Predicts the Networks’ movements by elaborating on their unique management and strategic decision‐making styles and discusses, finally, the implications of the Networks’ business practices for MNCs’ strategies and organizational restructuring in the Asian arena.
Employees’ reaction to the change to work teams
Authors: Shapiro Debra L. , Kirkman Bradley L.
Published: July 2002

This paper reports the findings of a study regarding the reactions of 492 line‐level employees from two Fortune 500 organizations in response to the organizations’ recent implementation of self‐managing work teams (SMWTs). As predicted, we found that anticipatory injustice was significantly positively related to change‐resistance and turnover intentions; and significantly negatively related to employees’ commitment; and that procedural justice can mitigate the latter relationships. Implications for managing change are discussed.
Work relations as a precursor to a psychological climate for change
Authors: Tierney Pamela
Published: July 2002

The current study focuses the impact of leadership and teams on employees’ psychological climate for change. Integrating streams of research from the change, organizational climate, leader‐member exchange (LMX), and group dynamics literature, the paper proposes that supervisors and teams will shape employees’ climate perceptions as a function of the relationship quality employees experience with these two social units. The impact of the supervisor’s and team’s personal view of the climate, as well as the dyadic quality‐supervisor climate view interaction, and team relations quality‐team climate view interaction were also examined. Results support a main effect for LMX, team relation quality, and team climate view on employee psychological climate for change. In addition, results revealed a multiplicative effect for LMX and supervisor climate view. Overall, the findings suggest that both types of work relationships employees share may serve as potential mechanisms for transforming employees toward change.
Maintaining an organizational spirituality: no easy task
Authors: Konz Gregory N.P. , Ryan Francis X.
Published: July 2002

Spirituality in general, and in the workplace in particular, has become an important topic in recent years. Spirituality in the workplace is more than a passing fancy; it is changing the fundamental nature of work. Individuals are searching for meaning in their work, a meaning that transcends mere economic gain. These individuals are looking to their organizational leaders to help them in their search, and organizations in turn are being challenged to maintain a spirituality. A study of the mission statements of the 28 US Jesuit universities reveals that maintaining an organizational spirituality is no easy task.
Spiritual themes of the “learning organization”
Authors: Porth Stephen J. , McCall John , Bausch Thomas A.
Published: July 2002

In the information age, the key to competitive advantage, claim many contemporary management thinkers, is no longer land or capital but knowledge, and specifically the capacity of organizations to acquire knowledge that translates into ongoing organizational innovations. The learning organization is a model of the organizational type that allows the human spirit to flourish so that creativity and innovation are possible. This study examines the characteristics of the learning organization, emphasizing its spiritual themes of employee growth, collaboration, and a sense of community. Points of convergence and divergence between the learning organization model and traditional spiritual understandings of employees and organizations are explored. Learning from these spiritual sources, it is argued, will not only help organizations achieve business objectives, but allow human beings to flourish within organizations.
Spirituality at work: an overview
Authors: Butts Dan
Published: July 2002

Spirituality at work is an idea of revolutionary potential that requires more clarity and theoretical understanding. Popular authors like Thomas Moore enrich our appreciation of the magnificence and depths of the human spirit. Several dimensions of spirituality, when integrated into the workplace, can greatly enhance personal well‐being and creativity, organizational harmony, and long‐term business success. These are ultimate values, optimal human development, the art of transcendence, and spiritual psychologies, both ancient and modern.
Christian spirituality and contemporary business leadership
Authors: Delbecq André L.
Published: July 2002

In what way does Christian spirituality impact contemporary business leadership? This short article provides examples of some executives whose personal spiritual tradition deeply informs and shapes their leadership. Themes reported include a sense of leadership as a calling, the desire to integrate deeply held personal values with the leadership role, and spirituality as a source of courage when facing daunting challenges.
Learning in imaginary organizations: creating interorganizational knowledge
Authors: Holmqvist Mikael
Published: July 2002

Organizations are increasingly dependent on various forms of partnerships to develop and to perform. These organizational partnerships may become potential learning arenas, broadening the learning capacities of the alliances involved. Thus far, the literature on learning in organizations has chiefly been concerned with how traditional and integrated organizations learn. Consequently, a unit of analysis has not been developed to highlight how a collection of actors may learn and create value. To address this issue, I will discuss how “imaginary organizations” can provide an arena for actors to build knowledge on a joint basis. This type of partnership forms metasystems that integrate various partner organizations in order to share resources, pool competencies, and gain flexibility. As an empirical illustration, learning processes within the imaginary organization of Scandinavian PC Systems (SPCS) are described.
Images of an organisation: the use of metaphor in a multinational company
Authors: Oswick Cliff , Montgomery John
Published: July 2002

This article presents the results of a metaphor‐based investigation of managers, supervisors and team leaders drawn from the UK subsidiaries of a large US multinational. Participants were asked two main questions, namely: if you were asked to compare your organisation to an animal – what animal would it be? and If the organisation was part of a car – what part of a car would it be? The selection of animals equates to aspects of organisational change. Images of heavy and slow moving animals exemplified low levels of change activity while lean, fast moving, and often predatory animals portray an adaptive organisation responding to a turbulent environment. The car part descriptions were largely concerned with aspects of corporate strategy and primarily conveyed the characteristics “movement” and “direction”. The article discusses these insights in relation to the case study organisation. It also considers the role, status and utility of metaphor in the study of organisations.
Whistleblowing towards quality
Authors: Vinten Gerald
Published: July 2002

Valid acts of whistleblowing – employees informing on dubious practices in the workplace – is increasingly being viewed in a favourable light, with statutory protection following. Examples of whistleblowing are presented, including education and disaster situations which, being life‐threatening, have immediate perceived value. Provides criteria for valid forms of whistleblowing, the formulation of codes of ethics for whistleblowers, and suggests the way forward for the quality profession, who may be assisted through whistleblowing.
The soft foundation of the critical success factors on TQM implementation in Malaysia
Authors: Lau H.C. , Idris M.A.
Published: July 2002

The literature review concludes that TQM is a proven systematic approach to the improvements of the organisation’s overall business process, including quality of products and services. Organisational lack of information and data on the critical success factors are an obstacle in implementing TQM effectively and successfully. This study has developed a TQM soft model which is fit for application. It has considered the needs and limitation of Malaysian industries and facilitates TQM activities. The study has examined the relationship between the soft elements of critical success factors on TQM tangible effects, influences by soft elements activities such as culture, trust, teamwork, employment continuity, education and training, top management leadership for quality and continuous improvement, employee involvement and customer satisfaction/ involvement. Three main research methods were adopted in developing the TQM soft model: a postal questionnaire survey, a structured interview and the practical implementation of the model at a manufacturing company. Multiple regression analysis and binomial testing are used to analyse the data.
Success in the Relationship Age: building quality relationship assets for market value creation
Authors: Galbreath Jeremy
Published: July 2002

Today, we are at one of those rare inflection points along the path of human economic development. As the Industrial Age gave way to the Information Age, so now the Information Age has given way to the Relationship Age. Relationship Age economies, rather than based on raw materials or information, are based on the “hidden” assets of the firm, otherwise known as intangible assets. Intangible assets comprise the majority of a firm’s market value and the majority of intangible assets constitute the value contained within relationships: relationships with customers, employees, partners and suppliers. To find success in the Relationship Age and to drive sustainable market value, firms will need to develop a balanced approach in goal setting, quality programs and management techniques to grow and maximize their most important capital store, relationship assets.
Explorative study of the expected consequences for existing quality management systems due to the revision of ISO 9001 in certified companies in Germany
Authors: Janas Ingo , Luczak Holger
Published: July 2002

The revised ISO 9001 requires companies fundamentally to restructure their existing quality management system and to adapt it to the processes taking place in the individual company. In this context, it is of utmost importance not only to identify current weak points but also to retain the positive effects of the present quality management system. Based on the results of an empirical survey, this article outlines the main weak points the companies had named which are therefore points of departure in eliminating them. The article demonstrates that the new requirements of ISO 9001 do not present many companies with a difficult challenge, because they are already able to fulfil them.
An eclectic review of the multidimensional perspectives of employee involvement
Authors: Ang Anthony
Published: July 2002

Addresses employee involvement as a management approach, tracing the concepts, assumptions and roots in which it can be located. It reviews the plethora of typologies based upon which employee involvement programmes implemented in organisations today are founded. It advocates further research to enhance the conceptualisation and contextualisation of these programmes for practical implementation, as well as the development of a framework which could be generally accepted for their systematic evaluation.
Robust Kaizen Systems
Authors: Gondhalekar Shrinivas , Karamchandani Vandana
Published: July 2002

A robust kaizen system, suitable for initiating TQM, was developed and
implemented in a large company in India, named Godrej, for over two
years. Statistical analysis of accumulated data was done to identify
predictor variables and determine their optimal levels. While doing
this, a unique method was evolved. It marries analytical hierarchy
processes with Taguchi methods to overcome limited availability of
predictor variable combinations. The method has general applicability in
social sciences.
Making Self‐assessment Successful
Authors: Hillman G. Peter
Published: July 2002

The use of self‐assessment as a basis for evaluating progress with and
achievement through total quality is increasing and like many
initiatives there are some basic principles for success. Looks at the
use of the EFQM Model as framework, outlines a self‐assessment process
together with some of the do’s and don’ts for success. It also
summarizes some of the benefits and suggests a practical framework for
planning follow‐on action.
TQM Self‐assessment in the UK
Authors: Finn Mark , Porter Leslie J.
Published: July 2002

There is currently little published information about the use of total
quality (TQ)‐based self‐assessment in the UK despite the increasing
interest in the subject. Discusses the findings of a survey into the
practice and benefits of self‐assessment to recognized models such as
the European model for Total Quality Management and the Malcolm Baldrige
National Quality Award model. Survey findings indicate that companies
are increasingly using self‐assessment and that benefits from this
approach are quickly realized.
Future developments in total quality management – what can we
learn from the past?
Authors: Sanderson Michael
Published: July 2002

Outlines the early beginnings of the total quality movement and
summarizes its history up to the present day. Relates total quality
issues to the relevant British Standards and examines likely future
total quality trends. Considers “quality” as a work
philosophy from ancient times, through the craft guilds of the Middle
Ages, to the present day. Suggests that the driving force for quality is
competition. Proposes a four‐part model of TQM drawn from a historical
perspective.
Overcoming chronic TQM fatigue
Authors: Walsh Paul
Published: July 2002

TQM has its share of critics who are always quick to highlight the
number of companies abandoning TQM programmes. When TQM fails, we call
this a case of chronic TQM fatigue. Outlines typical symptoms. Suggests
two ways an organization can prevent the onset of chronic fatigue.
Concludes that these two remedies supplement the bottom‐up approaches to
TQM that are commonly prescribed.
TQM’s impact on employee attitudes
Authors: Guimaraes Tor
Published: July 2002

Successful implementation of total quality management depends heavily on changes in employee attitudes and activities. But what is the impact of these changes on the employee, especially on employee turnover intentions? Describes empirical testing of several hypotheses which compare employee turnover intentions before and after the implementation of a TQM programme. Studies the differences revealed from a one‐company field test using 113 employees before TQM and a subset of 73 employees after TQM implementation. Results indicate significant improvements in role ambiguity, job satisfaction, job involvement, organizational commitment, and employee turnover intentions, but no significant changes in role conflict, task characteristics, and career satisfaction.
Perspectives on quality and productivity for competitive advantage
Authors: Helms Marilyn M.
Published: July 2002

Starts from the premiss that quality and productivity are important tools for organizations to use to achieve competitive advantage. Takes a strategic perspective from which to examine why productivity is important to the economy and to look at quality as an integral part of productivity improvement. Considers the forces which support productivity and quality as strategic weapons, including key organizational initiatives and processes. Presents tables which compare the past, present and future states of quality, productivity and manufacturing strategies. Concludes with a presentation of ways in which to implement and measure the success of productivity and quality strategies.
Going all the way with empowerment
Authors: Roth William F.
Published: July 2002

Compares the organization improvement effort in two US companies, one which partially empowered its employees and one which fully empowered them, and concludes that although positive results are possible with partial empowerment they take longer to materialize and are often different from the company’s original objectives. The full empowerment model is superior in terms of achieving overall organization objectives, and is easier and cheaper to implement. Believes that we have dug ourselves into a partial empowerment rut, thereby frustrating our improvement efforts and consequently deriving only partial benefits.
Implementation of ISO 9000 or Ford’s Q1 Award: effects on organizational knowledge and application of TQM principles and quality tools
Authors: Stephens Bob
Published: July 2002

Compares three different groups of employees, within Ford Australia, to determine the extent to which TQM principles and quality tools are applied. By means of a survey instrument and a two‐tailed t‐test for independent samples, concludes that, while ISO 9000 is not a prescription for TQM, implementation increased the application of TQM principles and quality tools. A significantly greater increase was achieved by implementing Ford’s Q1 Award process resulting in the recommendation to implement Q1 in all Ford’s non‐manufacturing divisions.
Effective management of healthcare change
Authors: Moran John W. , Brightman Baird K.
Published: July 2002

Introduces a change model as a tool to help change leaders and agents to understand why resistance to change occurs and to suggest some ways to reduce resistance. Suggests four change levers, i.e. beliefs, skills, values and behaviors as being elements within people which must change in a successful change process and considers ways to achieve this.
Integration of quality and environmental management systems
Authors: Karapetrovic Stanislav , Willborn Walter
Published: July 2002

Discusses quality and environmental management systems integration. Concepts of a system and a “system of systems” are addressed, followed by a description of different management systems, and their interrelations and integration. Subsequently, strategies for integration of the quality system based on the ISO 9001 standard and the ISO 14001 environmental management system are presented. The harmonization of related audit sub‐systems, namely ISO 10011 and ISO 14010/11/12 is also addressed. Finally, a discussion on the development of a generic performance management system is provided.
The quality revolution ‐ in retrospect
Authors: Macdonald John
Published: July 2002

Edited excerpt from John Macdonald’s latest book Calling a Halt to Mindless Change ‐ a Plea for Commonsense Management by Amacom. The article looks back at the “changeling children” of the quality revolution and opines that they were comparative failures. The origins of the term TQM and fallacies about BPR are explained. The overall theme is that improvement is better viewed as a revolutionary process than a revolutionary event. Beware gurus and prescriptive solutions.
Trendy versus effective quality strategies
Authors: Sandholm Lennart
Published: July 2002

Five stages of quality culture can be identified: dormant, awakening, groping, action and maturity. Most companies being in the groping stage rely on “the flavor of the month”. Since early in the 1980s we can see a number of trendy quality strategies. Just applying what is trendy for the moment is not going to generate good results. Instead, it is necessary to choose effective quality strategies. These strategies are hands‐on leadership from the top of the organization, massive training aiming at cultural change and new knowledge, market orientation including customer focus and competitor studies, program for quality improvements. These four strategies include many activities, which have to be integrated into a strategic quality plan leading to a culture of total quality characterized by customer focus, process orientation, participation and empowerment, continuous improvement. The plan contains four components: commitment of top management, cultural change, improvements, systematic approach.
Quality concepts in education
Authors: Johnson F. Craig , Golomskiis William A.J.
Published: July 2002

Notes that professionals in education have learned from those in industry with regard to quality management concepts. Suggests that, with regard to quality concepts in universities, there are four main issues, including aspects such as incorporation of quality concepts in the curriculum and using quality concepts to improve educational administration. Notes likely improvement paths, namely: improving the business operations side of schools, and shortening the time taken to identify failing students. Lists six quality concepts for education based on quality management principles in areas such as leadership, understanding stakeholders and involvement of people. Also lists some management concepts required to provide the necessary linkages for the improvement of education, including identification of critical processes for improvement, and reporting improvements in terms meaningful to process stakeholders.
Large firms versus small firms ‐ do they implement CI the same way?
Authors: Chapman Ross L. , Sloan Terry R.
Published: July 2002

An Australia‐wide study of continuous improvement (CI) in manufacturing was initiated in 1996/97 by conducting a benchmarking survey examining the CI activities of medium to large manufacturing firms. While most larger firms have an awareness of CI and many are actively implementing CI throughout their organisations, anecdotal evidence suggests that considerably less activity is occurring in the small‐to‐medium enterprise (SME) sector. Given the significant contribution of the SME sector to Australia’s GDP and international competitiveness, and the importance of CI to all firms regardless of size or industry, a sample of small‐ to medium‐size firms in New South Wales were surveyed about their CI activities. This paper reports on a comparative analysis of the findings of these two surveys and examines the firms’ main motives for CI, content in the CI process, support for CI, the usage of problem‐solving tools within CI process, and their general maturity level of CI. The comparison suggests that many motives for CI and the general content of the CI process are quite similar for both large and small firms. However, significant differences occur between the two when comparing CI support methods, and the use of problem‐solving tools within the CI process.
Evaluating Self‐Managed Learning
Authors: Herman Gilligan J.
Published: July 2002

This is the first in a series of three articles which evaluate the use of self‐managed learning (SML) in management development processes in health care settings. This first article, being more general, outlines SML′s philosophical origins, strategic design, and current practice. SML represents a strategic approach to individual and organizational learning, which offers a new synthesis of previous ideas and approaches. Its proven benefits relate to the way in which the process of learning is designed to mirror the process of managing. The second article focuses specifically on a regional NHS case study of the application of SML, while the third provides a complementary US case study in a health care provider organization, where SML has been adopted for a leadership development programme.
The death (and rebirth?) of organization development
Authors: Edmonstone John , Havergal Maggie
Published: July 2002

Reviews the origins and development of organization development
(OD) in health care. Examines how a set of original OD assumptions and
values has changed through time, and suggests some foundations for a
“born‐again” OD.
The challenge of education commissioning ‐ part 3: management development
Authors: Edmonstone John
Published: July 2002

The new education commissioning system in England is designed to deal with the “big numbers” of professional education, yet also applies to management development. Reviews national advice in this field. Suggests that management development is unlikely to feature highly on the education commissioning agenda. Proposes that changes in higher education and among NHS employers are likely to lead to greater flexibility in management education, but that opportunities will only be taken if both parties show initiative and imagination.
Building human resources capability in health care: a global analysis of best practice ‐ part I
Authors: Zairi Mohamed
Published: July 2002

This paper is one of a series of three, covering very comprehensively human resource practices in a global and generic context. The series of papers presents practices which are directly of relevance to the health‐care context, and which are based on proven, effective and pioneering approaches. The first paper covers practices based on British and European experiences, gathered from world‐class organisations that have either been finalists or went on to win prestigious quality awards such as the British and European Quality Awards. The benchmarking analysis presented in this paper is based on the sub‐criteria prescribed by the European Quality Awards Model, which include: how people resources are planned and improved; how the skills and capabilities of people are preserved and developed through recruitment, training and career progression; how people and teams agree targets and continuously review performance; how the involvement of everyone in continuous improvement is prompted and people empowered to take appropriate action; how effective top‐down and bottom‐up communication is achieved.
Integration into higher education: personal perceptions and reflections
Authors: Deery Ruth , Phillips Mari
Published: July 2002

Integration of midwifery and nurse education into higher education was completed in 1996. This article highlights issues which emerged prior to, during and post‐integration. It focuses on the process itself, student support, status, titles and employment contracts of lecturers and examines these issues in relation to one model of change. The personal perceptions and reflections of the authors are based on their own experiences of integration in two institutions. The authors conclude that although lecturers are still “juggling” with their roles as lecturers in higher education, change should be embraced and viewed positively, and all opportunities for research, collaboration and professional development should be grasped.
Measuring resilience in health care provider organizations
Authors: Mallak Larry A.
Published: July 2002

Health care providers offer an ideal setting to study the effectiveness of resilient behavior. The notion of a resilient organization is an emerging concept for understanding and coping with the modern‐day pace of change and associated work stress. Resilience is the ability of an individual or organization to expeditiously design and implement positive adaptive behaviors matched to the immediate situation, while enduring minimal stress. This paper reports on the development and testing of several scales designed to measure aspects of resilience in the health care provider industry. Six factors explaining over half the instrument variance were found, including: goal‐directed solution seeking; avoidance; critical understanding; role dependence; source reliance; and resource access. Results are discussed and future research is outlined.
Building human resources capability in health care: a global analysis of best practice ‐ part III
Authors: Zairi Mohamed
Published: July 2002

This is the last part of a series of three papers which discussed very comprehensively best practice applications in human resource management by drawing special inferences to the healthcare context. It emerged from parts I and II that high performing organisations plan and intend to build sustainable capability through a systematic consideration of the human element as the key asset and through a continuous process of training, developing, empowering and engaging people in all aspects of organisational excellence. Part III brings this debate to a close by demonstrating what brings about organisational excellence and proposes a road map for effective human resource development and management, based on world class standards. Healthcare human resource professionals can now rise to the challenge and plan ahead for building organisational capability and sustainable performance.
Foreign direct investment and employment in host regions
Authors: McDonald Frank , Tüselmann Heinz J. , Heise Arne
Published: July 2002

Investigates the role of direct foreign investment (DFI) in promoting employment in host regions in the European Union (EU). A theoretical framework is developed which suggests that the initial impact of DFI on employment is likely to be small and mainly linked to the creation of low skilled jobs with the loss of employment in host economies due to the displacement of domestic output by increased exports from the parent companies of subsidiaries. However, in the longer term, DFI flows should diversify the operations of subsidiaries thereby inducing a change in the pattern of jobs in host regions. The framework is assessed using evidence from a survey of German subsidiaries in north‐west England. Concludes with some policy implications and a future research agenda to expand and develop knowledge in this area.
Has Europe fulfilled its promise to UK third‐party logistics provision?
Authors: Stone Marilyn A.
Published: July 2002

Examines the involvement of UK logistics, service providers (LSPs) within Continental Europe markets and considers the strategies they have used for European operations together with their favoured expansion routes which have been following piggyback opportunities, acquiring local firms, joint venture arrangements and encouraging organic growth. Considers eight case studies of leading UK‐based LSPs involved in Continental Europe. Their European expansion strategies are examined in terms of their performance, their organisational development structures (multidomestic, Eurolinkers or pan‐European), their organisation of finance, marketing and information technology control as well as the influence of management culture. Finds that expansion in Europe has proved demanding for UK LSPs and that, despite the early optimism, the Single European Market has yet to fulfil its initial promise. Major UK LSPs are obliged to operate across European borders to service multinational customers but this continues to pose challenges.
Investment decisions in Eastern Europe: choosing the optimum investment – the case of Poland
Authors: Floyd David
Published: July 2002

Notes there is much prior work on the benefits of the various forms of entry into new markets, including alliance, merger or greenfield; but little empirical evidence regarding pinpointing the optimum investment for a specific new market. Utilizes the data from 130 top multinationals entering the new market of Poland. Draws also on the theoretical framework of entry modes and considers the issue from a specific industry perspective. There is further consideration of countries’ specific investments. Draws upon the theoretical approaches of Hofstede and of Trompenaars when considering how national culture influences the main strategic entry decision into new markets. Links theories of foreign direct investment and theories of national culture – prominent areas in today’s management literature. Concludes with some interesting findings for policy makers in terms of the importance of merger activities in the Polish case, with possible application (with variations) in other emerging markets.
The System of Support for SMEs in the UK and Germany
Authors: Lauder David , Boocock Grahame , Presley John
Published: July 2002

Compares the role of the recently established Training and Enterprise
Councils (TECs) with that of the relevant German institutions of support
for small and medium‐sized enterprises (SMEs). Examines the adequacy of
each as a means of supporting SMEs in the context of overall SME policy.
In the summer of 1992 the authors conducted a survey of the TECs in
England and an in‐depth investigation of a management consultancy scheme
at a particular TEC. The results from this work, along with other
research into comparable German schemes, provided an invaluable source
of information with which to evaluate the coherence of SME support.
Certain problems were found with TEC schemes which were partially
attributable to their infancy. The German case offers important lessons
but should not be used as an exemplary model for the UK.
Outgrowth of ASEAN, a Common Market of the Pacific: lessons to be
learned from the European experience
Authors: Day Ken , Herbig Paul
Published: July 2002

The success of the European Union is without comparison. With the
inclusion of the European Free Trade Association, as well as much of
Eastern Europe (a likely inevitable event by the turn of the century) it
will have a population, GNP, economic and political force second to none
among the world′s great powers. The tripartite NAFTA between the USA,
Canada and Mexico may be only the precursor to a North American Common
Market. Countries in the Pacific are taking notice of these economic
pairings and wondering what they might have to do to compete against
either or both. The inevitable conclusion to these two Common Markets
appears to be efforts towards the creation of a Pacific Rim Common
Market (PRCM). Examines the factors behind the success of the European
Common Market, compares them with the present situation in the Pacific
Rim, provides a set of prerequisites necessary before a successfully
operating PRCM can develop, offers several alternatives to what an
eventual PRCM may look like, and discusses the current likelihood of a
PRCM. Concludes that any PRCM must include the USA to offer balance and
offset potential Japanese economic hegemony. The likelihood for a PRCM
in the near future is dim, owing to immense differences between the
potential member nations and the lack of experience in working together
for mutual, regional interests instead of national interests.
UK and European policy responses to defence restructuring: the case
of Devon and Cornwall
Authors: Bishop Paul , Gripaios Rose
Published: July 2002

Examines national, local and European policy responses to defence
cuts by considering a case study of the defence‐dependent region of
Devon and Cornwall. It is shown that in the absence of a coherent
national government policy and the constraints on local authority
finance, European programmes have played an important role in assisting
the process of local restructuring. Moreover, the process of bidding for
European funds has fostered local cooperation and generated a
considerable amount of information concerning the local defence sector.
The European Union: implications for developing countries
Authors: Lewis Alfred , Kwarteng Owusu
Published: July 2002

Examines the ramifications of the ongoing politico‐economic unification taking place in Europe. Viner′s theoretical contribution in analysing customs unions is applied to the European Union (EU) in order to determine the implications of the EU on developing countries. Additionally, examines the changes taking place in the formerly planned economies of Central and Eastern Europe in an effort to understand the diversion effect faced by developing countries better. Finally, identifies different levels of competition: competition within the EU and outside the EU, competition between EU and non‐EU firms, and competition among non‐EU actors.
In from the cold: perspectives on Finnish entry to the European Union
Authors: Chadwick Peter
Published: July 2002

Analyses the context of the recent changes in Finland’s economic performance and its trading relationship with the former USSR. Examines the Finnish business system, with its distinctive characteristics established by the dominant forest products sector, in relation to the development of the country’s newer electronics sector. Uses four Finnish company case examples to illustrate managerial opinion, company strategy and development in light of the country’s application to join the European Union (EU). Draws implications for Finnish companies of EU membership and considers its impact on the country’s business system.