bluuebunny/crossref_metadata_2025 huggingface dataset:
Counting cops: estimating the number of police departments and police officers in the USA
Authors: Maguire Edward R. , Snipes Jeffrey B. , Uchida Craig D. , Townsend Margaret
Published: July 2002

Recent federal legislation and numerous public policy debates have relied heavily on estimates of the number of police agencies and police officers in the USA. Historically, these estimates have been problematic, varying tremendously over time, across different sources, and using different methodologies. Currently, the two main sources of agency‐level data for estimating these numbers are the FBI’s Uniform Crime Reports and the Census Bureau’s Law Enforcement Directory Survey. While there is a great deal of overlap between these two databases, each contains thousands of departments not listed in the other. Also, among those departments listed in one or more of these databases, there is tremendous variation in the number of police officers recorded. While some of the disparity can be explained by banal differences in counting and record‐keeping methods, much is rooted in differing definitions of what constitutes a “police officer” and a “police agency”. In this study, we closely examine both databases in an effort to account for the differences between them. In addition, we introduce a new data source derived from the records of the Justice Department’s Office of Community Oriented Policing Services (COPS). Based on a thorough exploration of all three databases, we discuss the impact of their differences on criminal justice policy and police research. We first develop our own estimate of the number of police departments and police officers in the USA that differs substantially from other current estimates. We then estimate the number of police officers that the COPS office and future evaluators should use as the baseline for measuring the Clinton Administration’s success at adding 100,000 officers to the streets of America. Finally, we offer a modest set of recommendations for achieving greater uniformity across separate police agency databases.
Policing reform and moral discourse: the genesis of a modern institution
Authors: McMullan John L.
Published: July 2002

In this paper, I explore some of the intellectual questions which gave meaning to the social activity of dealing with crime, disorder and indigence, in the writings of three key police thinkers: Henry Field, Sir John Fielding and Patrick Colquhoun. My argument is that these early “police intellectuals” were not visionaries in the sense that they imagined a radically new apparatus of social control. Rather, the writings of these police proponents are most significant because they established a context of thought as felt and feeling as thought in which modern policing emerged. That intellectual context involved a commitment to piety, ethical standards and those institutions which supported or propagated them ‐ family, commerce and education as well as considerations of better policing, laws and punishments. Their writings, I suggest, are best understood as providing an enhanced role for the police in both enforcing order and in defining it. Police intellectuals, I conclude, created a frame of mind of police which functioned as a broad social technology of control, an institution of government and an ideology representing the crime problem as a lower class phenomenon.
Policing in the wake of Hurricane Andrew
Authors: Lanza‐Kaduce Lonn , Dunham Roger , Akers Ronald L. , Cromwell Paul
Published: July 2002

Taking advantage of the breakdown of formal social control directly following Hurricane Andrew in Miami, Florida this paper conducts a naturally occurring breaching experiment to examine the deeper structure of values about policing and police practices. Both citizens of the damaged neighborhoods and the attending police were interviewed to determine the degree of consensus/dissensus concerning ideal and actual priorities of policing during the crisis period. The findings reveal a remarkable degree of consensus among citizens and the police. The implications for a consensus versus a conflict view of policing are discussed.
The socio‐political context of zero tolerance policing strategies
Authors: Hopkins Burke Roger
Published: July 2002

This paper commences with the recognition that so‐called zero tolerance policing strategies have been implemented and sustained ‐ both in the USA and Britain ‐ in response to a very widespread public demand. It is argued that dismissing this support as part of a reactionary political backlash fails to address some very legitimate public concerns. Consequently, this paper considers the socio‐political circumstances that have provided the conditions for this popular support in terms of the notion of postmodern politics, whereby political demands and subsequent strategies are introduced that appeal to a wide range of interest groups, and which cross over the traditional liberal/conservative divide. Examples are cited, from New York City in the USA, to various geographical locations in Britain, in order to support the argument that zero tolerance‐style policing needs to be driven by the concerns of the particular community in order to receive widespread legitimacy.
The effect of a violent televised arrest on public perceptions of the police
Authors: Kaminski Robert J. , Jefferis Eric S.
Published: July 2002

A sizable literature exists showing that the general public is supportive of the police, but that substantial differences exist in levels of support among minorities and whites. Few studies, however, have examined the impact of violent police‐citizen encounters on perceptions of the police. Using survey data from a random sample of Cincinnati residents over an 11‐year period, we examine the effect of a violent televised arrest of an African‐American youth on minority and white opinions of the police. Furthermore, we interpret the results of the analysis in the context of Easton’s (1965) theory on diffuse and specific support for political institutions. The results suggest that although substantial differences exist among minorities and whites in their levels of support for the police, most indicators of diffuse support were unaffected by the controversial televised arrest.
The impact of perceived alienation on police officers’ sense of mastery and subsequent motivation for proactive enforcement
Authors: Ankony Robert C. , Kelley Thomas M.
Published: July 2002

This study examines the impact of perceived community alienation on levels of self‐reported mastery and motivation for proactive law enforcement for 272 police officers from 11 law enforcement agencies in a large Southeast Michigan County. Also, it investigates the impact of three highly publicized “anti‐police” judicial verdicts (i.e. Rodney King, Malice Green, and O.J. Simpson) on the predicted alienation‐mastery‐proactive enforcement relationship. Results support the study’s major hypothesis that, as officers’ perceived level of alienation increases, they will report less mastery, and express less willingness for proactive enforcement efforts. One regression model confirms the study’s second hypothesis that the inverse relationship between alienation and motivation for proactive enforcement increases significantly following the “anti‐police” judicial verdicts.
The nursing profession, personality types and leadership
Authors: Jo‐Ann McPhail Kathryn
Published: July 2002

Are people who choose the same profession of like personality? The researcher hypothesized that, within the profession of nursing, nurses with similar personality types would gravitate towards one of the particular kinds or areas of nursing: direct care, administration, teaching or research. The researcher also speculated that a nurse’s commitment to one of those four kinds of nursing would have been influenced by his/her number of years in practice, his/her educational preparation and his/her place of employment. This body of research explores this concept and the implications that it holds for today’s nursing leaders.
Current challenges to providing personalized care in a long term care facility
Authors: Beattie Wendy
Published: July 2002

Long term care facilities are finding it increasingly difficult to deliver quality, personalized care to their clients. This is related to: the integration of frail, elderly residents with cognitive impairment and/or behavioural disorders; ethical dilemmas; settings that are not conducive to providing a stimulating and supportive atmosphere which would enhance care delivery; admission of residents with increasingly complex care needs without adequate funding and/or support services, and staff training needs. This paper defines how one organisation intends to facilitate the changes required to improve the delivery of quality, personalised care.
Seeing the wood for the trees: defining the forgotten concept of patient dissatisfaction in the light of patient satisfaction research
Authors: Coyle Joanne , Williams Brian
Published: July 2002

Studies of patient satisfaction are regarded by many as the most important way to obtain patients′ views. To date, relatively few studies have focussed specifically on dissatisfaction. Concerns have been expressed about the validity of the concept of satisfaction. Dissatisfaction, however, has received little attention since it has been assumed to be the opposite of satisfaction and thus already defined. Therefore, a series of assumptions have also been made about dissatisfaction, which may or may not compromise its validity or usefulness. The aim of this review is to clarify the concept of dissatisfaction by examining what studies of patient satisfaction can and cannot tell us about dissatisfaction; identifying assumptions; and finally by suggesting how research might best be oriented to accommodate the complexity of patient experiences.
Participant‐created case studies in professional training
Authors: Ross Jean W. , Wright Lois
Published: July 2002

Case studies have long been a staple ingredient of professional training, but among the challenges of using them are the difficulty of ensuring that their situations and elements accurately reflect the complexity of current case reality, achieving applicability across networking agencies, and the time they can take to create or obtain. The Center for Child and Family Studies is increasingly having participants create their own case studies for use in ongoing professional training. Practically, this method has several advantages. Theoretically, it is in keeping with constructivist values and the principles of adult learning. Though it does not work in every training situation in which cases may be used, it can greatly enrich training and training outcomes where it is feasible.
Customer orientation and motivation: the key to effective learning organisations
Authors: Prestoungrange Gordon
Published: July 2002

Focuses on new organizational learning initiatives and the rise of corporate universities. Considers why many organizations are shunning the traditional universities in order to create their own tailor made route to learning. Highlights the changes brought about by Internet access to knowledge combined with the growth in lifelong and workplace learning. Considers the value of listening to customer feedback and considering his/her requirements with care. Education providers would be wise to look to the needs of the customer rather than stick rigidly to their own criteria.
How organizations promote and avoid learning: development of positive and negative learning cycles
Authors: Savolainen Taina
Published: July 2002

Enhancing competitiveness through quality has become an increasingly important challenge of learning in organizations. This paper discusses that challenge by presenting conceptual and empirical implications from a research project on quality implementation strategies and learning. Links managerial perceptions of quality, commitment to quality, and learning as a mechanism of quality implementation. Examines quality implementation from a managerial ideological perspective. Case study data gathered from four Finnish manufacturing companies show that the advantageous learning in quality implementation is based on developing solid conceptual skills for managers in the first place, managerial commitment to quality and the sharing of quality thinking in the entire organization. Discusses these factors and describes how positive and negative learning cycles develop and lead organizations to promote and avoid learning accordingly. Proposes that implementing quality through learning is basically an ideological phenomenon. Ideological thinking may develop into a managerial skill that is a source of organizational strength. Implications are made for managers on the role of conceptual skills and ideological thinking in effective quality implementation.
A learning network as a development method – an example of small enterprises and a university working together
Authors: Tell Joakim , Halila Fawzi
Published: July 2002

Describes how the network concept could be used as a development method and to overcome some of the barriers for small‐ and medium‐sized enterprises (SMEs) to initiate and work with sustainable development questions. The study has been done in close co‐operation with managers and employees from small enterprises, where the ISO 14001 work has been initiated and supported through the network, using each other and the network as an arena for joint reflection, support, and as a resource pool. The result from this study indicates that a university‐driven learning network makes a difference in the development work of SMEs – as a source for inspiration, in initiating and working with development projects, for reflection, and as a sounding board, and through its effectiveness in acting as a large organisation.
Training as an e‐commerce enabler
Authors: Darch Helen , Lucas Trevor
Published: July 2002

This article reports on an investigation into lack of skills and awareness as barriers to the uptake of e‐commerce by small‐ to medium‐enterprises (SMEs) within the food industry in Queensland, Australia. Interviews were conducted with owners of these businesses. The findings confirm that lack of knowledge and technological skills plus structural issues are barriers to this industry sector’s members engaging in e‐commerce. The findings also support the Wide Electronic Commerce Awareness Network of Excellence’s (WECAN) conclusions that a range of training and development strategies are required to meet the individualised needs of specific industry groups who are moving into e‐commerce.
“The scourge of the workplace”: depression at work
Authors: Johnson Pamela R. , Indvik Julie
Published: July 2002

Depression strikes some 10 million US workers every year, costing US businesses as much as $43 billion annually in lost productivity and absenteeism. When people are depressed, they act out this depression in different ways. Men tend to “explode”, and women tend to “implode”. Looks at the causes of depression in the workplace, the costs to US businesses, and the training managers need to help their employees as well as their organizations.
The planning wheel: value‐added performance
Authors: Murk Peter J. , Walls Jeffrey L.
Published: July 2002

Most current planning models are linear in design and concept. However, in practice contextual demands are not always linear. The planning wheel is a promising, new planning model. The planning wheel bridges the gap between linear and nonlinear processes and addresses these important forces. This model allows for the interaction and interdependence of six major components of the programme planning process. Furthermore, the planning wheel provides a macro and micro systems approach. The model incorporates internal and external forces that influence new economic development by capturing political, social, cultural, technological, and economic forces of the marketplace. The planning wheel offers promises in application in a variety of environments and circumstances. For example, it is especially valuable for workforce training programmes in emerging economies.
The two faces of leadership: considering the dark side of leader‐follower dynamics
Authors: Clements Christine , Washbush John B.
Published: July 2002

A number of years ago, David McClelland, in his studies of managerial motivation, identified two types of power: egoistic (using others for personal gain) and social (facilitating group cooperation and effort for the achievement of the general good). Clearly, the power motive is intimately related to the concept of leadership. However, over the last several decades, a school of thought has arisen which equates leadership with “doing the right thing”. Defining leadership in such an ethical light is both misleading and dangerous. At the same time, little has been done to address the role of followers in the influence process, and transformational models of leadership have exacerbated this problem. Failure to acknowledge the role of followers and to examine the “dark side” of leader‐follower dynamics can distort efforts to understand influence processes in an authentic way. This paper provides balance to this discussion and identifies a number of critical implications for leadership education.
Developing an employee counselling service within the British National Health Service
Authors: Whelan Linda , Robson Maggie , Cook Peter
Published: July 2002

Describes the setting up of a counselling service in a NHS Trust in the North East of England, in response to the Health at Work Initiative. It evaluates this service from a qualitative perspective and discusses the extent to which it has met the Initiative’s objectives. The paper concludes that one of the key issues of the Health at Work in the NHS Initiative, that of staff support has been appropriately addressed through the introduction of the service. Indicators show that staff value and benefit from the service.
Knowledge management and organizational learning: typologies of knowledge strategies in the Spanish manufacturing industry from 1995 to 1999
Authors: Ordóñez de Pablos Patricia
Published: July 2002

Investigates organizational knowledge strategies in Spanish industry; using survey questionnaire covering: organizational knowledge management, organizational learning and performance. Applies Bierly and Chakrabarty’s typology of generic knowledge strategies to perform cluster analysis and classify firms. Implications for strategy emerge: each firm owns a specific bundle of resources forming organizational capabilities; uniqueness nature is outcome of different organizational decisions. Knowledge strategies determine stocks and flows of organizational knowledge and competitive advantage of firms. Decisions involving trade‐offs between knowledge exploitation or exploration, internal or external knowledge, breadth of knowledge base, etc. should be made to configure the best strategy. Results show organizational performance varies across clusters. Knowledge strategy should be integrated among strategic decisions to get good organizational fit.
“If only HP knew what HP knows”: the roots of knowledge management at Hewlett‐Packard
Authors: Sieloff Charles G.
Published: July 2002

While the term “knowledge management” is relatively new, many of the concepts have deep historical roots. Hewlett‐Packard’s strong culture and traditional business practices established an environment that encouraged innovation and the sharing of knowledge throughout the company. However, the reliance on local and informal approaches eventually became a weakness when the company had to deal with rapid growth and increased competitive pressures. The growing gap between the potential and actual value of HP’s collective intellectual assests was reflected in a widely quoted management complaint from the 1980s, “If only HP knew what HP knows.” However, the need for more explicit and deliberate strategies for managing knowledge has only recently become clear, as the disruptive technology of the Internet and the World Wide Web triggered an explosion in the availability of information and knowledge, but did nothing to expand our limited attention capacity.
Profiting from intellectual capital
Authors: Sullivan Patrick H.
Published: July 2002

Intellectual capital (IC) is a significant resource for many companies. This paper explains what IC is, the benefits IC can generate, how a firm can utilize those benefits, the different roles a portfolio of IC assets can play, how firms can extract value from these portfolios, and the risks to a company that does not manage its intellectual property portfolio. The paper describes the steps for extracting value and outlines several ways to manage the firm’s IC assets. It discusses how a firm determines the three major elements of context and different procedures firms may opt to follow internally to realize their intellectual value. This paper also describes the ICM Gathering Group, the group of companies that have collectively created the knowledge the paper conveys. The paper explains how the Gathering has defined intellectual capital and how its member companies use their knowledge to the benefit of their respective organizations.
Knowledge management and process performance
Authors: Armistead Colin
Published: July 2002

This paper is concerned with the relevance of knowledge management to operational managers within organisations. The consequences of taking a knowledge‐based view of the organisation are examined, with examples drawn from different process types (knowledge‐based manufacturing and service).
Networks, cognition and management of tacit knowledge
Authors: Augier Mie , Thanning Vendelø Morten
Published: July 2002

Knowledge is a magic term with multiple connotations and interpretations. It is an issue of academic discourse as well as one with important implications for business institutions. How we define and frame knowledge carries implications for the way we try to manage knowledge in organizations and the de facto knowledge in organizations also carries implications for the knowledge existing in organizations. Within the last few decades, there has been an increasing interest in the tacit dimension of knowledge, which is perhaps hardest to manage, as it cannot be formally communicated, and is often embedded in the routines and standard operating procedures of the organization. Focuses on characteristics of this strategic important knowledge and how it can be organized in networks. Should be read as a case for paying more attention to knowledge and networks and how to manage these in organizations.
WHY MEASUREMENT INITIATIVES FAIL
Authors: Neely Andy , Bourne Mike
Published: July 2002

Noting the claim that 70 per cent of balanced scorecard implementations fail, sets out to explore the two main reasons for the failure of measurement systems – namely poor design and difficulty of implementation. Considers the measurement revolution over the past 20 years noting developments such as the early budgetary control measures in DuPont and General Motors during the early 1990s. Looks at the appropriate design of measurement systems and suggests that companies should start with a “success map” – a cause and affect diagram which shows how the company operates. Points to three causes of implementation failure – political, infrastructural and focus and details of each of these. Suggests that the challenge for the twenty‐first century is how to extract maximum value from our performance measurement data.
Promoting organisational excellence in the Scottish public sector
Authors: Black Stewart
Published: July 2002

As part of the UK’s major policy of constitutional devolution, the first Scottish Parliament in 300 years was established in Summer 1999. This paper examines how that decentralisation of political decision making is connected to organisational excellence in the Scottish public sector via Governmental policy on public management. The paper focuses on both UK and Scottish Government management of the wider Scottish public sector. Some policies and practices arise from devolution; some are coincident with it. Overall, they comprise an unprecedented mix. The paper concludes that, following the establishment of the Parliament, no single policy promotes organisational excellence; devolution has already led to significant change; territorial policy discretion is an important factor; overall, the pursuit of organisational excellence in the Scottish public sector is enjoying considerable attention; existing discussion of “new public management” may have to be updated.
The performance prism to boost M&A success
Authors: Adams Chris , Neely Andy
Published: July 2002

In an age of an ever‐increasing number of mergers and acquisitions, why do so many fail? Throughout the 1990s, and on into the 2000s the newspapers are full of reports of frenetic M&A activity. Yet horror stories highlighting failed mergers and acquisitions – AT&T, Quaker Oats, Disney, Sony, Compaq, General Electric (yes, even GE) – abound. It is almost as if the excitement of the deal consumes management’s passion. In the run up to the merger or acquisition, energy levels are intense. Yet, afterwards planning and post‐merger activities are weak and ineffective. There are of course numerous reasons why M&As fail – poor strategic concepts, personality problems at the top, cultural differences, poor employee morale, incompatible information systems, etc. The one explored in this article is post‐merger integration. Specifically, we ask how managers can track whether their post‐merger integration efforts are working.
On the development of a case‐based supplier management tool for multi‐national manufacturers
Authors: Choy K.L. , Lee W.B.
Published: July 2002

The rapid globalization in markets for manufactured goods and the growth of information technology has led to the demand for delivering superior value to international customers. Knowledge‐based systems, such as the case‐based reasoning (CBR) technique, have the potential to play a significant role in managing customer and supplier relationships under the dispersed network production systems model. The characteristic of the CBR technique in case retrieval, reuse, revision and retaining was used in solving a purchasing problem. However, there is a lack of literature in using a case‐based tool when comparing supplier bidding for the same order on a global basis. Proposes a case‐based supplier management tool (CBSMT) using the CBR technique in the areas of intelligent supplier selection and management that will enhance performance as compared to using the traditional approach. This CBSMT was first proposed as a task allocation tool, it was also used as a tool in a multi‐agent based virtual enterprise architecture. Describes an overview of the foundational issues related to CBR which provides some methodological approaches and exemplifies the current state through supplier management. Then defines a general supplier selection workflow, followed by the application of the case‐based technique to manage the problem of supplier selection. Finally, discusses an application case study of applying this supplier management tool to Honeywell Consumer Products (Hong Kong) Limited to help the selection of suppliers in their daily operations.
From product innovation to solutions innovation: a new paradigm for competitive advantage
Authors: Shepherd Charles , Ahmed Pervaiz K.
Published: July 2002

Organisations have traditionally employed new product development frameworks to increase the effectiveness of their innovation programmes. These strategies have worked in the past but are increasingly being challenged by developments in the marketplace and technologies. This has led firms in some sectors to move to a new paradigm of competitiveness, namely solutions innovation. This paper examines the challenges facing the computer and electronic equipment sector and the movement to a solutions innovation paradigm.
The multicultural context of brand loyalty
Authors: Palumbo Fred , Herbig Paul
Published: July 2002

In today’s global market, a brand’s marketing strategy must go head‐to‐head, not only with regional or national brands, but also with international competitors’ marketing strategies. This adds an entirely new dimension to a company’s marketing strategy when it comes to identifying, attracting, and retaining a market. This paper examines the concept of brand loyalty, discusses the various issues connected with brand loyalty, discusses cross‐cultural views on brand loyalty throughout the world, and illustrates the proliferation of brand loyalty across international frontiers.
Psychological characteristics and process: the role of entrepreneurship in Spanish SMEs
Authors: Entrialgo Montserrat , Fernández Esteban , Vázquez Camilo J.
Published: July 2002

This research work uses data from 233 Spanish SMEs in order to test three alternative models regarding how psychological characteristics and strategic process affect organisational success: first, the individual model according to which the manager’s psychological characteristics entirely account for company performance; second, the process model, whereby strategic process directly contributes towards explaining organisational success; and third, the mediating model where the manager’s characteristics affect company success through their influence on strategic process. From the study it is concluded that the manager’s traits indirectly affect success through process and that this process has a direct influence on success, although we also observed the direct influence of manager’s characteristics on company success.
Multi‐dimensionality of learning in new product development teams
Authors: Akgu¨n Ali E. , Lynn Gary S. , Reilly Richard
Published: July 2002

New product development team learning is important in today’s turbulent and uncertain markets and technologies. However, the literature treats team learning as a single construct, ignoring its multi‐dimensionality. In this study, we develop a multi‐dimensional team learning framework based on socio‐cognitive constructs. By studying 124 new product development projects, we show empirically that learning in new product development is best conceived as a multi‐dimensional structure with nine correlated but distinct constructs including: information acquisition, information implementation, information dissemination, unlearning, thinking, improvisation, memory, intelligence and sensemaking. Further, we demonstrate that a model based on the multi‐dimensionality of team learning provides a more robust explanation of new product success than does a unidimensional team learning model.
Individual and team‐based idea generation within innovation management: organisational and research agendas
Authors: McAdam Rodney , McClelland John
Published: July 2002

The aim of this paper is to critique and review the role of individuals and teams in idea generation as part of the overall organisational creativity and innovation process. Key objectives are to determine organisational development needs and research agendas in this area. Organisations continue to emphasise the need for increased creativity and innovation within their employees and markets. However, the literature and organisational practice relating to these areas remains somewhat lacking in regard to the front end of creativity and innovation, namely idea generation. First, this paper briefly reviews the creativity literature from individual and team perspectives, identifying the need for more research into idea generation as part of creativity. Second, this paper reviews the idea generation literature and identifies agendas for further research.
Empirically testing the impact of change management effectiveness on company performance
Authors: Guimaraes Tor , Armstrong Curtis
Published: July 2002

The literature is abundant with articles extolling the importance of change as a necessity for business survival and growth. Specifically, business change means the redesigning of business processes, the improvement of the company’s products and/or services, and organizational changes to organizational structure and/or culture deemed necessary for better performance. Despite the importance of the topic, the existing literature contains little empirical evidence. Mostly superficial analyses and personal opinions have been published in this basic area. A field test of how effectively business organizations are implementing business changes, and use IS technology to do so, was undertaken to understand the important characteristics of the business change processes involved and to empirically test the relationships among these constructs. Despite the relatively small sample size, the results provide clear evidence about the importance of effectively managing business change for business success. The items used for measuring the main constructs provide further insights into how managers should go about managing necessary business changes, including IS department support for the change process to improve business performance.
Innovation, entrepreneurship and competitive advantage in the entrepreneurial venture
Authors: Beaver Graham , Prince Christopher
Published: July 2002

This paper takes a critical examination of the process and management of innovation and the attainment of competitive advantage in the emerging enterprise. The ingredients for the successful management of innovation are explored using two case illustrations of companies that have attained profitable and sustainable business development against the odds in the pharmaceutical and fibre‐optics industries.
Organizations and turbulence
Authors: Wing Linda S.
Published: July 2002

Discusses the velocity and depth of change occurring in our society at the turn of this century, and the importance of inclusion and participation of individuals as a means of deriving sound outcomes. As organizations embrance inclusion and participation, this article discusses some of the fundamental shifts which must occur in our social systems, and some basic changes which must occur in our thought processes in order to understand the fundamental long‐term nature of the problems we face as a human face.
Empowerment: a contrasting overview of organizations in general and nursing in particular ‐ an examination of organizational factors, managerial behaviors, job design, and structural power
Authors: Appelbaum Steven H. , Honeggar Karen
Published: July 2002

Examines empowerment as an on‐going and perceptual organizational process yielding a new vision for subordinates. Claims that current attempts to empower employees have met with varying degrees of success as there is a significant gap between the perception of empowerment held by managers and the reality as viewed by employees. Suggests that current research depicts empowerment efforts as myths and not an effective intervention. Examines a five stage model with some empirical results. Explores the relationship of empowerment to organizational variables as well as relationships to supervisory style/managerial behaviors; reward systems; job design; individual and personality factors and finally structural power. Presents a special case study of empowerment in nursing as well as a case incident of empowerment practiced within a manufacturing firm. Concludes with strategies of how to build feelings of choice, competence, meaningfulness and progress ‐ all critical elements in the conceptual model of empowerment. Presents these strategies with both individual actions and team actions.
Trainers need training too
Authors: Gilleard Jenni
Published: July 2002

Trainers are no longer mere providers of activities; their role is increasingly to add value to organizational learning as the foundation for future competitiveness. However some trainers may feel inadequately empowered to do so. This paper considers how the attitudes, feelings, and experiences of three trainers affected their role of change‐maker, within one particular training program. These issues were explored through a questionnaire completed at the end of the delivery cycle. The results suggest more account of trainers’ belief systems may be necessary if change management objectives are to be credibly and consistently achieved. As such employers, managers, and peers, as well as the individual all have a part to play in enabling trainer empowerment as a bedrock for organizational change‐making, but strategies must take account of the cultural environment within which the organization is located.
The role of social process in participative decision making in an international context
Authors: Ryan Margaret
Published: July 2002

If participation is to be a reality, the institution of appropriate structures is not enough ‐ the social processes within these must also facilitate power sharing. In an international context, national cultures will have different effects on social process. The attitudes of managers towards aspects of decision making in their organizations, and their own behaviour, characterise the social process. Organizational characteristics concerning information sharing and manipulation, decision style, and the role of IT, and personal behaviour involving information control, flexibility, and role playing, are considered for their impact on particpative decision making. A comparison between French and British managers, drawn from an international study of decision making, illustrates the issue considered. While considerable similarities were found between the two cultural groups, differences of degree as well as opposed views were also found. Overall attitudes were fairly favourable to particpation, but limitations were found, and these differed between the two groups.
Beyond technical competence: the fundamentals of flexibility
Authors: Scarnati James T.
Published: July 2002

Discusses flexibility and the ability to adapt as an essential attribute of leadership that is beyond technical competence. Defines flexibility as a process of continually examining situations and, when warranted, quickly adapting to changing circumstances. Examines the power of flexibility as it relates to changes in science, medicine and business practice. Defines flexibility as a tool to be used only by the brave and not as a shield for cowards who fear the harsh realities of decision making. Depicts flexibility as an essential behaviour that promotes and supports quality leadership. Provides guidance, techniques and examples that can be used to enhance leadership skills. Establishes a sound philosophy to increase the probability for long‐term success and professional fulfillment. Includes quotes from contemporary as well as historical leaders.
The transfer of best practices: how to build a culture of benchmarking and continuous learning – part 2
Authors: Zairi Mohamed , Whymark John
Published: July 2002

Part 2 of a two‐part article on the transfer of best practices. This article features two case studies. The first of these focuses on Xerox, the document company, and how quality has become embedded into the culture within the company. It tracks the quality progress from the early benchmarking visits in 1970 that provided a foundation for the current business culture within the organisation through to its business excellence certification process. The article details the key steps of the model of best practice and the enablers for the effective internal transfer of best practice. The quality deployment process adopted by Xerox is also included in the article. The second case study focuses on Nationwide Building Society, the largest mutual building society, and how internal best practice within its branch network created a culture of continuous improvement across the organisation. Considers how best practice was used to improve the performance of its branches, how branches were selected for the initiative, how best practitioners can be developed and deployed as internal consultants, steps in the branch change process, and the criticality of research to success of the initiative.
The application of graphical techniques in evaluating benchmarking partners
Authors: Razmi Jaffar , Zairi Mohamed , Jarrar Yasar F.
Published: July 2002

Benchmarking is the search for best practices that will lead to superior performance in some business activity. Benchmarking can provide organisations with various benefits in process improvement, culture and, in actual financial terms, benchmarking can provide tremendous leverage. The generic process of benchmarking consists of four main steps, namely: plan, collect, analyse and adapt. A major part of the “plan” step is the benchmarking partner selection phase. This is arguably one of the most crucial factors for success. It involves analysing various attributes ranging from technical issues to cultural aspects. Clearly, this complicates the decision process for practitioners, but if this step is not accomplished properly, the organisation is unlikely to achieve effective results from its benchmarking initiative. In order to improve the chances of successful partner selection for benchmarking, multi‐attribute decision‐making tools are recommended. Explains how to use graphical techniques in order to evaluate the best practice among the potential candidates for benchmarking.
Best practice in SME adoption of e‐commerce
Authors: Jeffcoate Judith , Chappell Caroline , Feindt Sylvie
Published: July 2002

Describes how small businesses involved in e‐commerce may benchmark their performance against a number of critical success factors (CSFs). The proposed approach is based on a series of interviews carried out amongst small‐to‐medium‐sized enterprises (SMEs) whose activities were judged to represent best practice in e‐commerce. Encourages an SME to analyse its own strengths and weaknesses on a continuing basis and to compare them with those of its competitors. The first step in this process is to identify the company’s attitude to growth. Next, the SME should establish a suitable generic strategy and decide on a set of objectives that support it. Finally, it should identify a set of relevant CSFs. Analysis of the KITE interviews identified 11 CSFs relevant to the competitive performance of SMEs entering the e‐commerce market. Further research currently being undertaken as part of a follow‐up study will be used to validate this approach.
The emergence of e‐commerce in a developing nation
Authors: Kamel Sherif , Hussein Maha
Published: July 2002

The information and communication technology evolution is affecting many nations around the world and forcing changes to business and socio‐economic development plans, and reflecting major implications on the realization of the concept of globalization. Egypt, as a developing country with an economy in transition, started to invest in building its communication and information technology infrastructure since 1985 as a vital tool for development. This paper describes the emergence of e‐commerce in Egypt with a focus on the challenges faced that relate to a number of social, technological, financial and legal issues, and the road map formulated in collaboration between the government and the private sector to diffuse e‐commerce in Egypt.
Cycle of success: a strategy for becoming agile through benchmarking
Authors: Underdown Ryan , Talluri Srinivas
Published: July 2002

Small companies are facing intense pressure to transform their processes in order to improve the agility of their operations. With the assistance of the Small Business Development Center for Enterprise Excellence, affiliated to the University of Texas at Arlington, small manufacturers are successfully transforming their operations by benchmarking and improving the agility of their processes. During the last six years of this center’s operation, a particular sequence of strategies labeled the cycle of success has proven to be very successful for companies attempting an agile transformation through benchmarking. The cycle of success, which includes the strategies of networking, benchmarking, mentoring and continuous improvement, is presented along with case studies of four companies which have utilized it effectively. In each case study, a brief description of how the company used the cycle of success and the results of their efforts are provided.
Learning to compete: the value of internal benchmarking
Authors: Hyland Paul , Beckett Ron
Published: July 2002

It is becoming increasingly apparent that to remain competitive organizations need a high rate of internal learning. Successful organizational learning and knowledge management require internal processes to support them and a vision that values learning and knowledge. This paper examines learning by auditing in two manufacturing businesses and draws out lessons for managers. The two case studies presented are an aerospace component manufacturer wholly based in Australia and a global food packager with multiple plants around the world. The findings reinforce that knowledge management exposes an explosion of ideas that needs selective action and experienced facilitators if the organization is to benefit from learning by auditing. To stimulate learning data need to be converted to knowledge and couched in the language of the organization. The data must be collected in a meaningful way that is understood and accepted by the people involved and they need to be used to change existing practices in the organization.
Achieving Competitive Advantages of Advanced Manufacturing Technology
Authors: Cook Jack S. , Cook Laura L.
Published: July 2002

Change is an essential business trait. Manufacturing particularly is
transforming at an unprecedented pace. Adopting effective management
practices, capable of keeping pace with the changing technological
environment, is particularly important to success in global markets.
Manufacturers employing advanced manufacturing technology (AMT) are
often more flexible than their traditional counter‐parts since AMT
permits the integration of product design and production processes.
Consequently, this synergistic effect facilitates achievement of
world‐class manufacturing objectives. Despite obvious advantages, sparse
research exists concerning achieving AMT competitive advantages. To
incorporate AMT organizationally, management must be cognizant of the
requirements for successful AMT implementation. Provides managerial
requirements for successfully achieving AMT competitive advantages.
Assuming management understands the “how” of doing things right and
incorporates the necessary corporate cultural changes to embrace AMT,
manufacturing strategic planning can lead the organization towards
“what” are the right things to pursue. Therefore, strategic planning is
given substantial consideration.
Strategy formulation: a learning methodology
Authors: Feurer Rainer , Chaharbaghi Kazem
Published: July 2002

Strategy formulation can no longer be based on a process of
conception, as the underlying conditions change before a formulated
strategy can be implemented. It should be based on a continuous learning
process which involves, inter alia, learning about the
organization’s goals, the effect of different actions towards these
goals and the way in which these actions should be implemented. First,
highlights the importance of an organization’s knowledge base by
demonstrating the relationship that exists between strategy formulation
and organization learning. Then presents the role of performance
measurement systems in stimulating cognitive and behavioural learning.
Places the concept of organization learning in a strategy formulation
context in order to show the effect of the nature and speed of
environmental changes on the organization’s learning processes.
Effective benchmarking: learning from the host’s viewpoint
Authors: Langowitz Nan S. , Rao Ashok
Published: July 2002

Successful benchmarking exchanges require co‐operation from both
the prospective benchmarker and the host benchmarkee. Adopting the
viewpoint of a host company provides valuable insight into how to make
benchmarking partnerships more effective, both for benchmarkers and
benchmarkees. Provides specific ideas on how to structure benchmarking
exchanges effectively based on in‐depth interviews with nine experienced
host companies and survey data from 31 experienced host companies.
Provides a generic process flow for handling benchmarking requests and
discusses critical issues to be addressed in adding value towards a
mutually productive benchmarking exchange.