bluuebunny/crossref_metadata_2025 huggingface dataset:
Organizational culture II: hearts and minds
Authors: Kippenberger T
Published: May 2004

Argues that culture ‐ the commonly held symbols, beliefs, values and behaviours ‐ is perhaps the most powerful force for cohesion in the modern organization. Highlights two broad types of social relationships which are not mutually exclusive but are difficult to combine successfully: sociability; and solidarity. Looks, also, at the networked organization; and the mercenary organization. Highlights some, in a panel, Heineken (and its global beer industry); Citicorp; Red Spider; and Electronic Arts. Believes most organizations are characterized by differing cultures in the various functional units.
Organizations as systems: the viable systems model (VSM)
Authors: Gould B
Published: May 2004

Looks at some key features of the viable systems model (VSM) and its application, which has been extensively applied to the diagnosis and design of organizations for management purposes. Uses highlighted boxes explaining: cybernetics; VSM; and application. Spotlights a Figure of the VSM model as identified by cybernetics expert Stafford Beer.
Organizational culture III: clan organizations for times of upheaval and change (DHL International)
Authors: Kippenberger T
Published: May 2004

Investigates the organization of clans ‐ which have, as their basic community, ideals and clanship (ideology going beyond profit). Posits that clan organizations acknowledge their two‐way responsibilities between individuals and communities. Describes DHL International as a key player in upholding the clan characteristics of an organizational structure and discusses the company in depth, with its Far East background and management structure held as a guiding light for communication, consensus and commitment.
Smart (MCC's compact car)
Authors: Gould B
Published: May 2004

Covers the Micro Compact Car (MCC) a joint venture between German carmaker Mercedes‐Benz and Swiss watchmaker SMH (maker of Swatch and Longine), aimed at the younger adult market. Describes modules, developments, partner co‐operation and production. Chronicles how, in October 1998, the ‘smart’ city coupe went on sale in nine European countries.
Ever‐widening ripples
Authors: Kippenberger T
Published: May 2004

Discloses that one of the first organizations to hit the Y2K problem in the UK was the DVLC license authority, which discovered, in 1970, that its 30 expiry dates, over the year 2000 threshold, would not be accepted ‐ other organizations also camp up against this in the UK; in the USA the first to acknowledge the Y2K problem was the Social Security Administration in the early 1980s. Portrays a Figure of the year 2000 response model and another Figure of the relative importance of year 2000 and the Euro (November 1998). Speculates on contingency plans aimed at ensuring the continuity of critical functions supported by public agencies in The Netherlands, Sweden and the UK.
Tackling the problem
Authors: Kippenberger T
Published: May 2004

Catalogues, that, since 1995‐96 Y2K projects methodology has been developed and widely adopted and covers the following stages: awareness; assessment; inventory and analysis; planning and scheduling; renovation or remediation; validation through internal testing; implementation; and final validation through external testing. States that may IT managers avoid admitting there is a problem until it is too late and that the Y2K problem does not allow for late starters in the area.
The tangled web we've woven
Authors: Kippenberger T
Published: May 2004

Puts forward that a major part of international trade and supply chains in the face of Y2K is infrastructure, as the rest of the commerce area will not function otherwise. Briefly highlights some of the important risks and issues: energy infrastructure ‐ electricity, nuclear energy, hydroelectricity, coal, gas and oil; water infrastructure; telecoms infrastructure; financial infrastructure; transport infrastructure ‐ air, road and rail, and sea. Concludes that thousands of organizations, in hundreds of infrastructure systems around the world, all have to meet the same deadline which, if not met, will jeopardize economic activity.
What's going on around the world?
Authors: Kippenberger T
Published: May 2004

Looks at research by the Gartner Group about the year 2000 problem based on 15,000 companies in 87 countries, and stating the largest impact the Y2K problem would have outside the U SA was on the global economy. Employs 6 Figures to aid in explanation of the points discussed. Confirms the widely shared view that the developing world is starting late and many countries have yet to act.
Living with uncertainty
Authors: Kippenberger T
Published: May 2004

Contends that a way to handle uncertainty is by using scenario‐building techniques as a means of exploring possible, alternative futures in response to the Y2K problem. Employs 2 Figures featuring different scenarios. Believes that scenarios within are only possible alternative futures as contingency planning and business continuity planning take time to prepare and activate. Concludes business managers have a vital role to play.
Merging or acquiring?
Authors: Kippenberger T
Published: May 2004

Recounts that mergers and acquisitions (M&A) has been intense in recent years but that caution is now being advanced. Recommends due diligence is required regarding contractual and legal implications regarding the Y2K problem, which is complex and perhaps unrecognizable. Includes a checklist for M&A with 9 bulleted items.
Surfing around Y2K (Year 2000)
Authors: Kippenberger T
Published: May 2004

Investigates some of the 100s of Websites containing Y2K information ‐ providing a few ideas for checking the relevant sites ‐ there are recently over 2,000 sites through Yahoo!, and 755,128 Web pages through Alta Vista. Guides to aid in checking are included.
Strategic management of flexibility
Authors: Gould B
Published: May 2004

Contends organizations need some possibilities to enable change to survive or exploit shifts and terms of their environments. Highlights, in a panel, the flexibility main points for organizations and uses a Table and Figures for extra explanatory information. States there are three basic flexibilities produced by dynamic management capabilities: organizational design; turbulence; and metaflexibility. Spotlights, in another panel, flexibility changes at KLM Cargo. Notes many organizations combine several of the above methods of pursuing change and continuity ‐ but they are not mutually exclusive.
Divergent national responses
Authors: Kippenberger T
Published: May 2004

Looks at how different nations are gearing up for the Y2K problem, stating that businesses large and small seem to be taking much for granted. Reports that, disturbingly, those nations most advanced in resolving the Y2K issue are least confident of succeeding. Presents a number of variables to explain national readiness variations: microprocessor dependency; levels of distraction; awareness and priority; realization and urgency; available levers ‐ centralized control, co‐ordination or regulation? and resource and skill base. Concludes concerted international action will become increasingly necessary to ensure all nations are prepared.
Marketing and selling/Business partners
Authors: Kippenberger T
Published: May 2004

Combines a short piece on marketing and sales with an even shorter piece about suppliers and customers ‐ both including separate checklists ‐ with regard to Y2K problems. States marketing and sales professionals have to recognize other changes to the customer environment and that Y2K has spurred remarkable collaboration. Posits that trust and confidence are paramount and alert marketing and sales operations are necessary to enable compliancy.
How crises unfold
Authors: Kippenberger T
Published: May 2004

Seeks to develop understanding of how to avert, or manage and recover from, crises. Tries to widen the view to include other management failures that can result in corporate demise, e.g. through a sudden loss of market share. Highlights three crisis phrases: crisis of management; crisis point; and crisis fall‐out. Concludes a way of identifying crisis‐prone organizations must be found — although rising managerial awareness of the issues should help — complacency among senior managers remains the biggest danger.
Measuring the effect
Authors: Kippenberger T
Published: May 2004

States the impact of catastrophes on shareholder value is not strongly influenced by the existence of catastrophe insurance, but that a catastrophe puts the spotlight directly on management's ability to handle a crisis. Uses a Table of cases studied with regard to catastrophe effects and also uses 3 Figures showing differences between recoverers and non‐recoverers; and also Union Carbide after Bhopal; plus PanAm after Lockerbie. Concludes large numbers of fatalities, along with issues about management's responsibility for the accident or attendant safety lapses, are significant factors differentiating non‐recoverers.
Reducing the impact of the unexpected
Authors: Kippenberger T
Published: May 2004

Discusses that the difference between disaster recovery and business continuity management is mostly one of scope and the disaster recovery end of the spectrum is characterized by a focus on technology‐based problems (e.g. computing), triggered by external factors (natural disasters, bombs, etc.). Employs a Figure highlighting planning for business continuity in context. Stresses disaster recovery is concerned with getting back online following a crisis but that it is important people do not become complacent because of knowledge of a plan of recovery.
People in a crisis
Authors: Kippenberger T
Published: May 2004

Divides corporate disasters into two kinds: soft disasters, e.g. computer‐related incidents which are non‐life‐threatening (business disasters); and hard disasters — a violent invasion of one's workspace. Charts these are the ones with the potential to cause prolonged stress/psychological trauma. Looks at patterns of response, trauma, staff turnover and support, and support and understanding. Points out some disasters can have a positive side, with certain people coming out stronger, having coped with the problems involved.
A perceptive and persistent pioneer
Authors: Kippenberger T
Published: May 2004

Discusses Pierre Wack, the Frenchman credited, along with Ted Newland, as the developer of scenario planning at Royal Dutch/Shell, that then developed and used scenarios to good effect. Looks in depth at some of Wack's scenario concepts showing how many organizations have used scenarios with very different degrees of success. Concludes that many who have tried using scenarios express disappointment at their inability to achieve this goal.
Weaving plots for alternative futures
Authors: Kippenberger T
Published: May 2004

Advocates a good scenario as one that captures the dynamics of the situation and communicates the point effectively. Suggests the best way to develop a manageable number of such scenarios is at two‐day off‐site seminars, and those attending should include: senior managers; people operating at the organization's periphery; people with a thorough knowledge of functions and operations; and outsiders useful in provoking discussions. Concludes scenario making is intensely participatory — or it fails.
Creating the future
Authors: Kippenberger T
Published: May 2004

Looks at an approach to scenario planning characterized by its future‐oriented attitude, and attributed to Michel Godet — a French strategy specialist. Uses a Figure depicting Godet's scenario method for added emphasis. Depicts Godet's scenario as a description of a future situation and the course of events that allows one to move forward from the original situation to the future situation. Concludes scenario‐building teams should be kept together because frequent changes of personnel have an adverse effect.
Variations on a theme
Authors: Kippenberger T
Published: May 2004

States there are there different methodologies for managing alternative futures: intuitive logic; trend‐impact analysis; and cross‐impact analysis. Goes on to give in‐depth examples and explanations of each one of the alternative futures. Concludes many industry associations and some strategy oriented organizations and institutions, produce generic scenarios, but that managers have to recognize scenario processes.
Forming judgements
Authors: Kippenberger T
Published: May 2004

Cites research that shows that unfacilitated groups often perform below their potential, but there is always room for improvement in group decision making. Discusses the Delphi technique for forecasting and decision making, which was created as a statistical method of obtaining consensus from a group of experts. Further discusses the electronic meeting systems, pros and cons, set‐up, getting going and scenario construction. Spotlights Hong Kong's business future in a highlighted box using two Figures.
Putting scenarios at the heart of strategy
Authors: Kippenberger T
Published: May 2004

Submits that many organizations adopt, unwittingly, the rationalist approach to strategy formulation. Reckons that scenarios provide business planners with means of bringing together apparently unconnected fragments of information into views of the future. Posits organizations that develop scenarios to test their strategies, by virtue of the iterative nature of the process, constantly revisit strategies. Concludes the process of articulating tacit knowledge is a strong component of organizational learning.
Towards a digitally networked world
Authors: Kippenberger T
Published: May 2004

Looks at the information technology revolution which is characterized by its dependence on knowledge and information — but knowledge is not exclusively the province of information technology. Uses a highlighted panel titled ‘Timeline’ which goes from 1946 to 1999 tracking IT progress in computers. Concludes that IT has shaped the economic manufacturing of Western capitalism.
The shifting economy
Authors: Kippenberger T
Published: May 2004

Determines that three forces fuel each other, combining to wreak havoc in economies, businesses and people's lives and these are: speed; intangibles; and connectivity. Posits the only constant is what economies do — use resources to fulfil desires. Believes strategy is all about determining your own company's relationship to its environment and the market decides what is best for you.
Technology changes, but the laws of economics don't!
Authors: Kippenberger T
Published: May 2004

Argues managers would be fooled if they thought that the basic rules of economics had changed suddenly — an understanding is needed of how they apply in an information economy. Highlights, in a shaded box, the case of Encyclopaedia Britannica and its problems, plus the effects of being launched free on the Web — on the first day there were ten million hits! Looks at how the information economy has grown and continues to flourish — and any possible future effects.
How value chains are starting to dissolve
Authors: Kippenberger T
Published: May 2004

Covers Boston Consulting Group and how it deals with changes in the information economics areas, linking the activities undertaken to design, produce, market, deliver and support their products. Employs a Figure to highlight Internet breaks and reach and richness. Demonstrates how modern information technology has overtaken traditional ways. Believes old definitions of businesses and their boundaries no longer hold good — which in turn means new perspectives are needed on customers, suppliers and competitors.
Putting the customer first
Authors: Kippenberger T
Published: May 2004

States electronic business changes traditional relationships between seller and buyer, shifting markers for competitive advantage. Posits, in e‐business, if the only thing left is how buyer and seller interact then what matters is managing the customer relationship. Uses 3 Figures for explanatory emphasis. Concludes the Internet allows e‐business to bridge the gap between the richness of information and the amount of information and firms need to decide how to organize their channels to market.
But where are we really? A sanity check...
Authors: Kippenberger T
Published: May 2004

Looks at the current state of e‐business in Ireland and the UK and shows results of research among senior executives and IT professionals, all sectors of business and commercial/public organizations. Includes 2 Figures of development stages and functional ownership to aid in explanation. Concludes transition to e‐business economy is a challenge but that e‐business is now an integral part of the future.
On which side do you like your prejudice buttered?
Authors: Kippenberger T
Published: May 2004

Spotlights that, within Europe, use varies quite markedly of the Internet. Gives percentages of usage of the Internet in various countries in Europe, but also states that other areas of the world also have variations of use. Shows a figure of sales of the best‐known Internet Company, Amazon. Determines that the increasing use of mobile telephony, high‐speed cable and other broadband links means e‐commerce will go well beyond the Internet.
Pure play versus clicks‐and‐mortar
Authors: Kippenberger T
Published: May 2004

Stresses that what happens in Europe, with regard to the e‐retailing sector, will eventually occur in Asia, Latin America, and Africa. Expounds on the World Wide Web and its fast‐growing effects, using a Table and three Figures for added explanation. Reckons that management has to break free from its entrenched attitudes — the Internet should be seen as aiding in growth. Concludes traditional strategic planning is dead and Internet plans must be flexible which means entrepreneurs will have massive opportunities in the future.
It's tough out there, and likely to get a lot tougher yet
Authors: Kippenberger T
Published: May 2004

Posits that, during the 1980s, many Western multinational corporations (MNCs) were seen as lumbering giants, going the same way as dinosaurs. Looks at globalization and its effects, with particular events from the protest in Seattle, in 1999, where 50,000 protestors against the WTO were involved in riots. Highlights, in four shaded boxes, various examples from India of globalization and its effects. Sums up that a constant reappraisal situation needs to exist to enable understanding of the global economy.
Oyster or curate's egg?
Authors: Kippenberger T
Published: May 2004

Looks at whether globalization is all its proponents claim it to be. States markets for money, goods and services are surely already becoming increasingly globalized. Posits that proprietary knowledge is crucial for creating competitive advantage — but knowledge multiplies when it is shared and developed. Reckons that there are four sources of global competitiveness: technological capacity; access to the right markets; differential between production costs at the production site and prices at the market of destination; and political will of national governments and supranational institutions to foster a climate of growth.
Global reach for service businesses
Authors: Kippenberger T
Published: May 2004

Identifies eight globalization drivers: common customer needs; global customers; global channels; global economies of scale; favourable logistics; information technology; government regulations; and transferable competitive advantage. Believes services can be divided into three categories: people‐processing services; possession‐processing services; and information‐based services. Looks at supplementary services and aspects of global strategy. Tabulates that people‐processing services find it most difficult to adopt uniform pricing but can make best use of common branding. Concludes there is likely to be increasing pressure for global pricing — but that will bring plenty of headaches.
Now time zone is more important than geography
Authors: Kippenberger T
Published: May 2004

Looks at the future of communications in the 21st century — following the 19th century transport revolution and the 20th century people movement — stating the transport of ideas and information will affect most people in most countries in various ways. Suggests that telephones, television and the personal computer will all be prominent in differing ways, but it will take possibly two decades for the full impact to be felt. Sums up that the so‐called ‘death of distance’ should mean technological progress should make societies richer not poorer, giving workers more control over their working lives.
That was the future that wasn’t
Authors: Kippenberger T
Published: May 2004

Employs Charles Handy’s predictions from 1989, from his book ‘The Age of Unreason’. Further emphasizes these predictions with a highlighted panel listing the predictions for clarity. Claims that Handy had an optimistic dream of work shared out and more leisure time for all — his optimism, by the mid‐1980s, was tempered by a different reality. Depicts, also, Handy’s later book — ‘The Empty Raincoat’ — which reflected that his hopes in his ‘Unreason’ book had not been fulfilled but his fears, unfortunately, had. Identifies nine paradoxes at the heart of current society — each a sign of an imperfect world — and puts the meat on the bare bones of each. Urges an acceptance of change and to go with the flow to improve our, and others, future.
The end of jobs
Authors: Kippenberger T
Published: May 2004

Submits that ‘dejobbing’ has occurred because of a variety of factors — which are listed out — but new technology is causing shifts in part‐time and temporary work and away from permanent employment. Believes technological advances have already affected business practices and that workers no longer have jobs but ‘do’ jobs and may have many employers in their working lifetime, rather than having a job for life as in the past. Concludes that companies will need to learn how to redeploy staff when they are superfluous to various areas.
The scouring effect of change
Authors: Kippenberger T
Published: May 2004

Declares that, although employees and employers used to have a work relationship, with regard to mutual interest and lifetime employment through good performance and loyalty, this idea was abandoned by employers in the 1980s as they tried to limit job security expectations. Lists 8 points that have eroded traditional employment, discussing them in full. States the effects of change have affected employment relationships in larger companies and these are: the change in employment security; contingent workers and contracting out; the way work is organized; and training. Sums up that workers no longer see employers as responsible for their employability and now take that responsibility on themselves.
The diminishing need for a physical presence — moving work to the worker
Authors: Kippenberger T
Published: May 2004

Weighs up teleworking and telecommuting and their affect on today’s working environment — stating that if a job or major portions of it, does not intrinsically depend on the location of the worker, then it is teleworkable. Suggests some alternative forms of telecommuting: home‐based; satellite telecommuting centres; local telecommuting centres; and combinations. Uses 4 Figures to aid in emphasizing some organizational design as well as greater flexibility of location: fragmentation; dispersion; diffusion; and network. Looks at regional characteristics of various world areas in: Latin America and the Caribbean; eastern Europe and north Asia; Asia Pacific; south Asia; Asia planned economies; and Africa and the Middle East. Concludes telework will steadily increase as a work mode in the future, though some areas (Eastern Europe and Latin America) may still have major reliance on labour at worksites.
What are worksets?
Authors: Kippenberger T
Published: May 2004

Declares that too many employees either waste time and energy worrying about where the boundaries of their duties and responsibilities lie, or they are subject to initiative stifled by inflexible job specifications. Employs 2 Figures, one that gives the definitions of workset colours — defined as separating out types of work — and the other giving the dynamic nature of a job. Goes on to explain how the colour coding system works in great detail.
Leading project teams
Authors: Kippenberger T
Published: May 2004

States it is not enough for a project leader to be good at project management, or to be aware of the need for fluent communication. Believes a project sponsor not only initiates the project but is also the project leader’s boss. Catalogues 4 Figures that add emphasis to the article. Confirms that stakeholders must be able to be divided into market segments for the benefit of project leaders. Determines that there are two aspects requiring particular emphasis: image and culture; and networking or informal contacts. Suggests one effective way of energizing internal market effort involves networking different team members at differing times in various roles.
How culture impacts projects
Authors: Kippenberger T
Published: May 2004

Projects that even the most battle‐hardened project manager will acknowledge that manager’s mental models, their attitudes, the competences they rate, etc., all have major implications. Looks at in‐house cultures, external cultures, dysfunctional cultures and international cultures. Uses 2 Figures to emphasize both the iceberg model of inter‐cultural business analysis and cultural dimensions. Weighs up some of the differences between cultures that could hold back companies in an international field. Concludes project managers have a heavy cultural burden to bear.
There’s no such thing as a risk‐free project
Authors: Kippenberger T
Published: May 2004

States human progress demands risk‐taking but, conversely, managing risk in projects is always critical to success. Proposes that managers must make project risk management explicit and make identification of risks a priority. Recommends that contingency plans for low impact, high probability risks such as ‘Website designer delivers late’, but stresses controls must be put in place to allow for an early warning. Aims to encourage a robust and balanced appreciation of the trade‐off between risks and the reduction of them. Uses Figures and shaded boxes for explanation and further emphasis.
To thrive you’ll need to be resilient
Authors: Kippenberger T
Published: May 2004

Contends that while it is now unrealistic to offer lifetime agreements, employers attract talent by implying that they have hope for a long‐term relationship — although the reality is that both parties value the relationship while it lasts, for mutual benefit. Gives four stereotyped responses to organizational change (restructuring or redundancy) these are the: fortified quadrant; mindful quadrant; utilitarian quadrant; and transformational quadrant. States there are four main difficulties with the new psychological contract: privilege; ‘me first’ mindset; irresponsible employers?; and balancing work, family and self. Spotlights Starbucks, the coffee chain, and its treatment (good!) of its employees.
Management’s role in project failure
Authors: Kippenberger T
Published: May 2004

Chronicles some of the reasons for project failure. Defines critical success factors, identifies causes of project success or failure — not satisfactorily explaining reasons behind the causes. Contends that people do not like to plan, thinking only of the end result. Lists out seven items that can go wrong. States that management by objectives requires that project milestones be put in place. Argues that the use of an analytical, logical method of management in search of answers is debatable — even in standardized production environments.
How do market‐driving companies compete?
Authors: Kippenberger T
Published: May 2004

Believes that companies which revolutionize the conventional wisdom of their industry rely not on market research but on the leader’s vision. States that competing by being market driven is not the only orientation for companies, there are three more and these are expanded on and discussed in full, using 2 Figures to aid in this. Cites IKEA, the Swedish furniture company as breaking the mould on two fronts: make it virtually impossible for existing traditional furniture companies to copy; and gives IKEA a head start on other new entrants to the industry. Concludes, if companies do not have the ability to see things differently, they will not be able to change the rules of the game.
Competing on a world stage?
Authors: Kippenberger T
Published: May 2004

Discusses the definition of globalization as the activities of multinational enterprises (MNEs), engaged in foreign direct investment, plus the development of business networks to create value across national borders. Speculates that multinationals have taken the brunt of the blame as drivers of globalization. Features a Figure showing the world’s largest 500 MNEs, as they dominate global business, showing their nationalities. Employs a second Figure in a larger shaded box to show competitive implications of corporate strategy. Summarizes that multinationals need to be regional learning organizations to be successful, ethically.
Competing on the Internet? Think of judo
Authors: Kippenberger T
Published: May 2004

Believes judo strategy is a ‘useful mindset’ for any company, and quotes a number who have used this strategy over the years — including Toyota and Nissan, when they wanted to break into the US car market in the 1970s — plus Sega v Nintendo in the hand‐held video games market. Reckons principles of judo can be used in business to aid speed and agility to turn bigger opponents. Flags up, in a highlighted box, four traps into which judo strategists can fall and these are explained in full. Concludes, in the end, opponents must be tipped off balance — even ants can topple much bigger opponents by ‘having a go’.
Giving it away for free!
Authors: Kippenberger T
Published: May 2004

Profiles Linux and how it was given away on the Internet by Netscape as part of its so‐called browser war with Microsoft. Looks at the growth and future of free systems, discussing them in full. Shows, in three highlighted boxes, source code and open source definitions; copyleft — a definition, and hacker — a definition. Looks at various terms such as: support sellers; loss leader; widget fronting; accessorizing; and service enabler. Sums up that only now are people beginning to understand what the Internet offers.
Remember the USP? (Unique selling proposition)
Authors: Kippenberger T
Published: May 2004

Discloses that the concept of the unique selling proposition (USP), as defined, means every advertisement has to propose a specific benefit to the consumer, that competition could not or did not offer. Warns it is much more difficult nowadays than 40 years ago to maintain a product difference or benefit. Looks at differentiators — some that don’t work and some that do. Examines the four steps to differentiation stating differentiating ideas must be simple, visible and delivered again and again.
Competing through alliances
Authors: Kippenberger T
Published: May 2004

Reflects on strategic alliances including local/home alliances and global alliances. Suggests there are three factors driving the growth of strategic alliances: globalization; accelerated technical change; and disenchantment with mergers and acquisitions. Uses two Figures for explanation of points and alliances. Concludes research shows that most partnerships achieve the desired objectives — for at least one partner anyway.
Culture and structure as a competitive advantage
Authors: Kippenberger T
Published: May 2004

Analyses, in depth, two US centres of innovation — in Silicon Valley, California, and Route 128, west of Boston, Massachusetts, stressing the former was successful and the latter not so. Discusses them in full and gives the pluses and minuses for both. Looks at regional culture, among others, for examples of how things can be progressed advantageously. Concludes that the proximity of firms in similar industries within the same region does not mean they will definitely benefit from this just from a geographical stance.
Competing in hi‐tech markets
Authors: Kippenberger T
Published: May 2004

Describes five segments of adopters differentiated by characteristic responses to a discontinuous innovation: innovators; early adopters; early majority; late majority; and laggards. Determines there is a huge gap between the early market of innovators and visionaries into which may fall many a young product or new enterprise. States there may be a compelling reason for pragmatists to purchase products. Sums up that the gap can be bridged by the setting up of a price and distribution channel — but that these must be set up right.
The myth of Japanese competitiveness
Authors: Kippenberger T
Published: May 2004

Investigates how some Japanese companies have more success than others, particularly such as Toyota, Honda, Canon and Komatsu. Posits there are two Japans — one is unstoppable and the other is inefficient. States Japan’s unique management has contributed much to the country’s post‐war success, even though it has also created a dangerous conformity and a deficient view of competition. Uses an inset about clothing on the rack, which is very prevalent in the Japan schema of things, none of Japan’s leading companies having any significant share — asking why this should be so. Covers, in another inset, the ‘chocolate wars’ in Japan.
Competitive imperatives for the new e‐conomy
Authors: Kippenberger T
Published: May 2004

Looks at four key dimensions of evolving computer and communications technology: the visible dimension; the borderless dimension; the cyber dimension; and the dimension of high multiples. Recommends observing the different dimensions and their interactions. Employs a Figure showing migration towards a web‐shaped corporation. Reckons that the key implication for strategy is that companies must understand why platforms are becoming more prominent, and why platforms might collapse. Uses a second Figure showing acquisitions and minority investments that Cisco Systems has made since 1993.
The gap between rhetoric and reality
Authors: Kippenberger T
Published: May 2004

Covers change in organizations and highlights three in particular: BT payphones; Citibank; and Hewlett‐Packard, using insets to show level of change, initial response, movement and new situations. Discusses research findings and unveils a variety of factors that affect how change initiatives are received, employing a Figure to aid in explanation of three groups: content; context; and cognition. Concludes, for employees to unlearn old ways, they themselves must take some responsibility for change.
Using time‐paced change to maintain momentum
Authors: Kippenberger T
Published: May 2004

Discusses event pacing (companies reacting to various changes) and time pacing (creating new products/services, etc.) and looks at their differences in detail. Identifies three areas in particular where transition management is crucial. Employs two insets, one on specification trade‐offs, the other strategic choices. Believes time pacing helps companies to tread the fine line between over‐and under‐reacting. Concludes time pacing many not be every businesses’ answer — but it cannot be ignored.
Embedding a culture for continuous change
Authors: Kippenberger T
Published: May 2004

Profiles Patrick O’Sullivan, CEO of UK‐based insurer Eagle Star. Looks at how he brought about change in a company that was in poor condition financially, culturally and competitively. Cites, in an inset, the ‘Workout’ US system which O’Sullivan brought into Eagle Star, and which was a resounding success. Describes how 3,000 staff (40%) have participated (some more than once!) in the change process.
COPAC: the new national OPAC service based on the CURL database
Authors: Anne Cousins Shirley
Published: May 2004

COPAC is the new OPAC providing a unified interface to the consolidated database of the Consortium of University Research Libraries (CURL). This paper provides a brief overview of the background to CURL and the COPAC project, describing the main content of the COPAC database. Having multiple contributors to the database inevitably results in some record duplication. Deduplication and record consolidation are being carried out in the production of the COPAC database and the general procedures involved are described. COPAC is accessible via a Text interface and a Web interface. Each interface is discussed using example screens to illustrate the search process. Now that the initial COPAC service is in operation, further developments are taking place across several fronts and these are described briefly.
Design and display issues for a manifestation‐based catalogue at Bradford
Authors: Ayres F.H. , Nielsen L.P.S. , Ridley M.J.
Published: May 2004

This paper describes the technical aspects of a feasibility study funded to test a new concept in bibliographic control based on the manifestations of a work. A new type of hierarchical bibliographic record structure was used to store sets of bibliographic records in a relational database (Microsoft Access) on a PC. This was then used for an experimental Windows‐based OPAC. The overall success of the idea was evaluated and any problem areas identified with a view to a more substantial study.
The design of World Wide Web search engines: a critical review
Authors: Poulter Alan
Published: May 2004

A ‘World Wide Web search engine’ is defined as a retrieval service, consisting of a database (or databases) describing mainly resources available on the World Wide Web (WWW), search software and a user interface also available via WWW. After intro ducing early Internet search engines, which are pertinent as precursors for the current range of WWW search engines, the problems of searching the WWW (link persistence, lack of integrated search software) and the resulting search engine types (keyword or directory) are analysed. Search engines of all types are then compared across their generic features (database content, retrieval software, and search interface), rather than on a search engine by search engine basis. Finally, wider information access issues aris ing from the nature of the Internet and web search engines are considered, and a general strategy for using web search engines is proposed.
An enquiries management database at the House of Commons Library using BasisPlus
Authors: Wainwright Jane
Published: May 2004

A description of the services of the House of Commons Library is given and of POLIS (the Parliamentary Online Information System). The selection, planning and implementation of the ENQuiries database using the BasisPlus text management software package to record, retrieve and provide management information about the enquiry workload of the House of Commons Library is described. Originally implemented on a VAX 8250 with the other POLIS databases which used BASIS, ENQ was then moved to a MicroVax and then with the rest of POLIS to two VAX 4600s. It now runs on a UNIX processor. The workflow, management reports and consultation process are described. The success of the application is described with reference to its original objectives. A chronology is given.
Clumps or ... organised access to printed scholarly material: outcomes from the third MODELS workshop
Authors: Dempsey Lorcan , Russell Rosemary
Published: May 2004

The MODELS (MOving to Distributed Environments for Library Services) project is based around a series of five workshops. The third of these, “Organising access to printed scholarly material”, proposed a co‐ordinated approach to providing access to a managed, distributed bibliographic resource. This article has two main ambitions: firstly it explores the influential outcomes of the third workshop, and secondly, it places this discussion in the wider MODELS context.
Introducing ADAM: a gateway to Internet resources in Art, Design, Architecture and Media
Authors: Bradshaw Rebecca
Published: May 2004

One of the projects being funded in the Access to Network Resources (ANR) category of the Electronic Libraries Programme in the UK is ADAM. ADAM aims to provide an information gateway to quality assured information on the Internet in Art, Design, Architecture and Media. This paper outlines the background to the project, ways in which resources are selected for the ADAM database, methods of searching ADAM and plans for the future.
The Hand Press Book File in RLIN: the development of a European unified database
Authors: Henderson Bob
Published: May 2004

A unified database to record all printing of the hand press period in Europe (from the beginning of printing until 1830) is being developed by the Consortium of European Research Libraries. The problems encountered in designing this multi‐file, multinational and multilingual database and the solutions adopted, in using the Research Libraries Information Network, are described. Future plans to include relevant holdings from many of Europe’s national library collections are outlined.
EARL: collaboration in networked information and resource sharing services for public libraries in the UK
Authors: Smith Peter , Stone Peter , Campbell Colin , Marks Hugh , Copeman Helen
Published: May 2004

EARL (Electronic Access to Resources in Libraries) is a collaborative approach to establishing a national networked information and resource sharing service for public libraries in the UK. This paper provides information on the early stages of EARL during 1994 and 1995 which resulted in a pilot demonstration service being developed as a result of a scoping study. The achievements to date are then outlined and these include membership of EARL by 120 library authorities who use it to provide e‐mail facilities, creation of web pages, access to databases and the development of EARLweb which provides a gateway to a number of Internet resources likely to be of use in public libraries. The current work is described including the British Library funded project, Readiness, the work of the Task Groups and collaboration with European partners. In conclusion the challenges presented to EARL members in the future are included.
On demand publishing in higher education: the practicalities, benefits and issues
Authors: Akeroyd John
Published: May 2004

This paper reviews the concept of on demand publishing (ODP) including the underlying technology and associated techniques. It looks at the potential benefits of ODP and analyses some current applications, particularly the use in higher education to support courses. Copyright issues are addressed briefly and a number of current projects noted. Finally some thoughts on the potential future of ODP are presented. There is a selective bibliography.
Porting the ACORN (Access to Course Readings via Networks) model from Loughborough University to Leicester University
Authors: Goodman Richard
Published: May 2004

Project ACORN (Access to Course Readings via Networks) sits within the Electronic Short Loan strand of the Electronic Libraries (eLib) Programme and has been developed by a team at the Pilkington Library at Loughborough University. Having established procedures for making journal articles in short loan collections available electronically, the next stage was to test the portability of these procedures to Leicester University. This paper describes a study undertaken by the Project ACORN team to investigate the portability of the technical model by implementing it at Leicester University, and discusses the main challenges faced (authentication and printing), the solutions proposed by the ACORN team, some possible future solutions, and recommendations for libraries looking to set up an ACORN‐type service.
Electronic publishing and minority languages: Welsh as a case study
Authors: Evans Geraint , Del‐Pizzo Jane
Published: May 2004

This paper reports on a study into the market for electronic publishing in the Welsh language which was undertaken for the Welsh Books Council. The scope of the potential market is estimated including both home computer users, educational institutes and libraries. The current Welsh multimedia industry is described and topics are considered that might be possible for electronic publication. Financial details are given of the amount of sponsorship needed.
The EEVL approach to providing a subject based information gateway for engineers
Authors: Macleod Roddy , Kerr Linda , Guyon Agnès
Published: May 2004

EEVL, the Edinburgh Engineering Virtual Library, is a gateway to engineering information on the Internet. After a brief outline of the need for such a gateway and the background to the EEVL project, this article looks at certain similarities and differences in the development of EEVL and various other subject based information gateways (SBIGs) such as ADAM, SOSIG, and OMNI, and similar services such as BUBL. EEVL’s present situation and future prospects are outlined.
The use of BIDS ISI in a research university: a case study of the University of Birmingham
Authors: Pinfield Stephen
Published: May 2004

Data showing BIDS ISI usage by members of the University of Birmingham are analysed for the period October 1991 to September 1997. It is shown that there has been a relatively consistent rise in the total usage of the service at Birmingham, correlating with national trends. The pattern of usage reflects the shape of the academic year. Usage of ISI is considerably higher than other BIDS services. Various factors are identified which help to explain the comparative “success” of ISI.
Managing access to a distributed library resource: report from the fifth MODELS workshop
Authors: Dempsey Lorcan , Russell Rosemary , Murray Robin , Heseltine Richard
Published: May 2004

Recommendations for increased resource sharing between libraries have been emerging from a range of sources in recent years. However, the majority of local library management systems currently in use do not inter‐operate, so resources are fragmented and there is no unified access. The situation is complicated by organisational and business issues. This was the basis for the fifth MODELS (Moving to Distributed Environment for Library Services) workshop, which explored more effective management of access and resource sharing, and the development of a supporting systems framework. The focus was on public library developments and cross‐sectoral cooperation. The paper develops some of the key issues, together with discussion of the emerging MODELS Information Architecture.
Functional performance of automated systems: a comparative study of HORIZON, INNOPAC and VTLS
Authors: Sattar Chaudhry Abdus , Ashoor Saleh
Published: May 2004

This paper provides functional performance data drawn from an analysis of the capabilities and functionality of three major library automation systems – HORIZON, INNOPAC and VTLS. The assessment was based on vendor input as well as on feedback from libraries of different types from different parts of the world. Objective criteria based on a numerical scoring scheme was used to assess system performance in six major functional areas: acquisition, cataloguing, circulation, public access catalogue, reference and information services and serials control. The functional performance data is expected to be useful for libraries looking for new systems as well as those already computerised and interested in enhancing their present systems. In addition, data on the extent of the utilisation of system capabilities by libraries should also be of interest to system vendors.
The benefit of Foursite: a public library consortium for library management systems
Authors: Froud Rob
Published: May 2004

Foursite is a consortium of public library authorities in the south west of the UK which came together to identify their replacement computer requirements, and subsequently went on to share a single system operated by Somerset. The article describes the objectives of the consortium and describes the project in some detail. The roles of the participants are described, and the advantages of joint working are explored. A number of lessons emerged from the project which are described, as are models for contractual arrangements and terms of reference for various stages and groups.