bluuebunny/crossref_metadata_2025 huggingface dataset:
Management development in the meat and poultry industry
Authors: Langlois Allister , Richards Kate
Published: July 2002

The meat and poultry industry commissioned the design and production of a management development programme following five years of pressure resulting from health scares and increasing regulation. Companies in the industry acknowledged an ongoing issue in filling management posts effectively and this was aggravated by the various food scares. In order to tailor the programme to industry needs, extensive consultation was undertaken. The particular profile of industry needs and the target group meant that the design must include substantial management framework integrity and a practical approach to candidates’ real worlds. To meet this need, both recognised management frameworks and personal skills development have been included in the programme. Assessment provides essential credibility but has been designed to make the programme accessible to candidates with a non‐academic, industry experience background. It has been designed to meet the current development needs of most companies in the industry and to be accessible to all.
Interim management: now a permanent feature of the workplace
Authors: Vousden Paul L.
Published: July 2002

More and more companies are employing senior interim Managers to handle short‐term assignments. The people who handle these fixed‐term contracts are senior, highly experienced managers, who have reached a point in their career where they feel confident to handle almost any challenge. The market is growing and is estimated to be worth £400m per year. Its importance is reflected in the establishment of a number of industry bodies, such as the Institute of Interim Management. Interims are often seen as troubleshooters, which they can be, but more and more companies are recognizing the importance of this senior resource to handle change and to spearhead new projects. It would seem that interims are here to stay, and with a recession on the horizon they could come into their own as a way of handling senior management challenges in a highly cost‐effective way.
E‐learning: is it really the best thing since sliced bread?
Authors: Pailing Marcus
Published: July 2002

Feels the e‐learning industry has been the victim of a lot of hype, without producing the growth that has been expected by commentators and players within the industry. Seeks to explain why the e‐learning has fared better in the USA than elsewhere, and highlights some of the problems that e‐learning providers and clients face to prevent the expected level of growth. Shows that e‐learning has a valid and beneficial role to play, and outlines some of the areas where it can play a useful role: in particular for training in a regulatory environment, for training large numbers of geographically‐dispersed people, and for reducing time spent on topics such as induction and product training. Discusses the issue of “blended” learning in this context, showing how e‐learning is best used as a complement to traditional methods of training and should not be viewed as a replacement.
Web search strategies and retrieval effectiveness: an empirical study
Authors: Ford Nigel , Miller David , Moss Nicola
Published: July 2002

This paper reports the results of a study funded by the Arts and Humanities Research Board which sought to investigate links between Web search strategies and retrieval effectiveness. A total of 68 students, enrolled on masters programmes in librarianship, information management and information systems, searched for two topics using the AltaVista search engine. Logs of the resultant 341 queries, along with relevance judgements for over 4,000 retrieved items, were analysed using factor analysis and regression. The differing but complementary types and strengths of evidence produced by these two forms of analysis are discussed and presented. Retrieval effectiveness was associated positively with best‐match searching and negatively with Boolean searching. The implications of these findings for Web searching are discussed.
Theoretical and methodological approaches to the study of information need in the context of the impact of new information and communications technologies on the communication of parliamentary information
Authors: Marcella Rita , Baxter Graeme , Moore Nick
Published: July 2002

This paper discusses critically the theoretical and methodological background to an Economic and Social Research Council (ESRC) research project designed to investigate the impact of information and communications technologies (ICTs) on the communication of parliamentary and legislative information to the general public or citizen. It sets out the context of the study in terms of the changes in governance, resulting from devolution and, via a wide ranging literature review, describes the ways in which the authors’ research approach has developed. The design of the project methodology, that of an interactive online interview executed via a roadshow, is also described.
Network competence and information seeking on the Internet
Authors: Savolainen Reijo
Published: July 2002

The author reflects the conceptual and practical questions of network competence in the context of information seeking. Network competence is seen as one of the information‐related competences and is defined as the mastery of four major areas: knowledge of information resources available on the Internet, skilled use of the ICT tools to access information, judgment of the relevance of information, and communication. Drawing on the ideas of the social cognitive theory developed by Albert Bandura, a model of network competence is introduced in order to discuss network competence “in action”. In the model, network competence is put in practical context by relating five major factors: network competence, self‐efficacy, outcome expectations, affective factors such as anxiety, and experiences received from information seeking on the Internet. Particular attention is devoted to the connections between network competence and self‐efficacy which denote a person’s judgment of his or her ability to organize and execute action, such as finding information on the Web.
A comparative case study of graduate courses in library and information studies in the UK, USA, India and Iran: lessons for Iranian LIS professionals
Authors: Mortezaie Lila , Naghshineh Nader
Published: July 2002

The Iranian Library and Information Science curriculum has not kept pace with even the domestic market demand. A study in comparative librarianship education was carried out for curricula revamping. The most significant features of library and information science graduate programmes were: diversity of courses offered; university independence; diversity of degrees offered; ease and flexibility of the higher education system; updated course programmes; emphasis on research; course and curricula development. There seems to be a direct correlation between the efficiency of the courses offered with the state of information industry in the countries studied. There is a widening chasm between LIS education in developing countries and those in developed countries. Without any significant restructuring, the LIS programme in Iran will provide little in the way of riding out the rapid transition that the field is currently experiencing.
LIS meets the EIP
Authors: Hyldegaard Jette , Lund Haakon , Seiden Piet
Published: July 2002

To meet a perceived need for information professionals engaging in projects on document and knowledge management, a new course on enterprise information portals (EIP) and intranets has been established at the Royal School of Library and Information Science (RSLIS). The aim of the course has been to provide the graduates with a better understanding of fundamental theoretical, methodological and practical aspects of developing and implementing an EIP. This paper addresses the theoretical, methodological and pedagogical aspects of developing the course and how or whether the expected learning outcome has been reached.
Assessing an academic library liaison programme
Authors: Ryans Cynthia C. , Suresh Raghini S. , Zhang Wei‐Ping
Published: July 2002

Liaison programmes have been in existence in academic libraries for
a number of years. A liaison programme is a co‐operative agreement
between the library and academic units to foster better communication,
improve services and enhance collection development. In order for it to
be operated effectively such a programme needs to be assessed on an
ongoing basis. Reports the findings of an assessment survey which was
conducted in the spring of 1992 at Kent State University Libraries and
Media Services, Kent, Ohio. The assessment of this programme offers some
guidelines for assessing similar programmes at other institutions.
From storekeeper to salesman
Authors: Rowley J.E.
Published: July 2002

All libraries are concerned with customer satisfaction. A powerful
philosophy to assist an organization towards customer satisfaction is
the marketing concept. This involves identifying customer needs and
requirements and then seeking to meet those needs. The traditional role
of the librarian as a storekeeper is not consistent with the adoption of
the marketing concept. In addition, the role of libraries as service
providers in the public sector has not led to a focus on marketing.
Reviews the basic concepts associated with the establishment and
implementation of a marketing strategy, including the components of the
marketing mix. Suggests that libraries would benefit from a more direct
focus on the marketing concept, with clearly defined marketing
strategies.
A comparison between the online catalogue and the card catalogue
Authors: Fattahi Rahmatollah
Published: July 2002

Online catalogues and card catalogues can be compared from
different perspectives and according to different criteria. An
appropriate approach in this regard is to compare the two types of
catalogue according to the processes in which bibliographic records are
created (the input stage), manipulated (the storage stage) and retrieved
(the output stage). Studies the concepts underlying the
input‐storage/output of bibliographic records and reveals major
differences between online catalogues and card catalogues. These
differences are multiplied and widened when moving from input stage to
output stage to such an extent that online catalogues can be considered
as a significant departure from manual catalogues. The redesign for use
in the online environment of bibliographical standards (cataloguing
codes, MARC formats and ISBDs) which are based on the concept of the
card catalogue should be based on the conceptual as well as the
practical differences between the online catalogue and the card
catalogue.
Factors affecting the reading habits of secondary school students
Authors: Ogunrombi S.A. , Adio Gboyega
Published: July 2002

Surveys factors affecting the reading habits of secondary school
students in Ogbomoso State in Nigeria and discusses the results.
Highlights the following inhibiting factors: the family background of
students where few homes are conducive to reading owing to noise and
lack of reading materials; the lack of functional libraries in most of
the schools surveyed and a similar lack of trained librarians or teacher
librarians; the failure to provide library periods in schools; language
teachers and shortage of equipment and resources for teaching reading
skills; and a heavy reliance on school texts, although students show
willingness to read more broadly, e.g. newspapers and novels.
Propositional analysis and macrorules in indexing
Authors: Farrow John
Published: July 2002

It has often been suggested that propositional analysis (PA) can provide a consistent basis for modelling the indexing process. Describes and exemplifies the application of indexing of PA, together with the associated Kintsch/Van Dijk model of text comprehension and production. Discusses limitations of the technique.
Information and participatory democracy: an experiment in Cumbria
Authors: Hendry Joe D.
Published: July 2002

Describes Cumbria in terms of its people, economy and geography, noting the various problems the region faces. Relates plans to link Cumbria’s communities electronically for the twenty‐first century. Details these plans in terms of the linking ‐ via an electronic information highway ‐ of local communities and individuals with such elements as district, town and parish councils; public libraries; village halls; community centres; and the holdings of a “people’s” university, developed as a key part of these plans.
The impact of CD‐ROM on reference service
Authors: Boye Mary
Published: July 2002

Assesses the impact of CD‐ROM on reference information services in Ghanaian libraries via the results of a questionnaire which was sent to ten relevant libraries. The results reveal to what end CD‐ROM is being used, to what extent and to what advantage and disadvantage. Observes that although CD‐ROM appears to be beneficial to reference services, it is also highlighting various problems in information services in general. Also notes the problem of limited user access to CD‐ROM facilities owing to over‐protectiveness and lack of staff training.
Management styles in the public sector
Authors: Brookfield David
Published: July 2002

New research on the role of habits and rules in working practices could have a significant impact on the way management understands the routines subordinate individuals use and how effective change may be brought about. Whilst generally applicable, the benefits of understanding such routines, and how and why they should be encouraged, is highly visible in the public sector where multiple goals are commonplace.
The cognitive assumptions underpinning the accounting recognition of assets
Authors: Tollington Tony
Published: July 2002

This paper presents an examination of the cognitive assumptions underpinning the accounting recognition of assets, in particular, internally created intangible assets such as brands, software and patents. The purpose is to examine, in broad terms, how accountants view these assets and, also, to assess whether accountants, themselves, are aware of the restrictive nature of their disclosure practices. It is supported by a small questionnaire of accountants to see whether there is some support for this assertion. Intangible assets are becoming paramount in the governance of companies and it is, therefore, pertinent for management to have relevant financial information about them. An important first step is to persuade accountants to recognise them.
Is corporate communications a strategic function?
Authors: Dolphin Richard R. , Fan Ying
Published: July 2002

Corporate communications, or public relations (PR) has become an increasingly important function in business organisations. Yet little has been published on the role and function of communication executives. This paper reports an empirical study conducted in 20 British organisations with a focus on the director of corporate communications. It examines the role and tasks of corporate communication executives and discusses their status within organisational structure and the impact of corporate communications upon the formulation of corporate strategy.
Strategies for avoiding the micro management trap
Authors: Wright Robert F.
Published: July 2002

In the highly competitive business world of today, many managers have a tendency to micro manage their field sales employees. These managers have good intentions of trying to help the representatives accomplish the various tasks and directives that have been set by upper management. However, this type of approach often results in a lack of productivity. Managers and representatives become focused on tasks and often lose sight of the big picture. This article presents four key strategies to help sales managers avoid the micro management trap and to increase productivity of the field sales representative.
The pursuit of immortality: a new approach beyond the competitiveness paradigm
Authors: Xavier M.J. , Ramachander S.
Published: July 2002

Discusses the death of inter‐firm and intra‐firm competition as we know it and propose an approach beyond competition – “the pursuit of immortality”. Our digital age offers immense and unprecedented opportunities to bring forth the latent potential of organizations, by allowing individual employees scope for the expression of their capacity for learning and creativity. To help in this process, recommends that companies revive and imbibe pre‐industrial society value systems that allowed the free expression of what we call the “divinery” instincts in individuals while maintaining focus and coordination through the use of information technology. Proposes a 3ems path to immortality: embarkation, emulation and emancipation. Companies and individuals should quickly get over the first two phases and get on to the emancipation phase where they concentrate on setting their own standards rather than frittering away their energy in outsmarting competition.
Strategy as a response to organizational uncertainty: an alternative perspective on the strategy‐performance relationship
Authors: Parnell John A. , Lester Donald L. , Menefee Michael L.
Published: July 2002

Much of the literature suggests that strategies are formulated in light of perceived environmental conditions and internal capabilities. This study supports the notion that strategy is formulated in part as a response to management uncertainties about competitors, customers, and the environment. Responses from 137 wholesale grocers demonstrate that uncertainty varies by generic strategy, suggesting that businesses consider both the type and degree of uncertainty when crafting a competitive strategy. Specifically, the data suggest that viable strategic options may be limited more by the cognitive and perceptual abilities of an organization’s managers than by objective measures of factors such as organizational resources and industry competitiveness. The premise that strategy must “fit” with organizational or environmental factors to be effective may be incomplete. Rather, a strategy – to be successful – should also fit with the psychological characteristics and constraints of the managers responsible for its formulation and implementation.
Strategic change leadership
Authors: Graetz Fiona
Published: July 2002

Against a backdrop of increasing globalisation, deregulation, and the rapid pace of technological innovation, the primary task of management today is the leadership of organisational change. Seeks to examine the role of leadership in managing the challenge of deliberate large‐scale change and whether it is possible to pinpoint factors that are critical to leading change effectively. Also investigates the view that effective change leadership involves instrumental and charismatic roles, integrating operational know‐how with strong interpersonal skills. Uses a qualitative, case study approach, involving three multinational companies operating in Australia. Cross‐case analysis indicates that effective change leaders recognise the importance of blending the charismatic and instrumental dimensions of change leadership. The ability to conciliate and balance the two roles depends primarily on whether a leader possesses certain qualities and attributes required for effective change leadership. Strong interpersonal skills permeate these key change leadership qualities and attributes and provide the nexus between the charismatic and instrumental roles.
Disintermediation, disintegration and risk in the SME global supply chain
Authors: Ritchie Bob , Brindley Clare
Published: July 2002

The paper’s premiss is that the extant linear supply chain relationship model that dominates most sectors will rapidly be replaced by a more amorphous supply chain relationship model. It is suggested that entirely new business models are appearing, where the ability to build flexible alliances at speed is a critical management skill. Although these changes will have an impact on all organisations irrespective of size, the focus of the paper is directed towards the SME sector. It is anticipated that the outcomes from this review and the associated research will enhance awareness and understanding of the nature of changes to markets and commercial/supply chain relationships, highlight the potential opportunities and risks and provide guidelines for the developments in strategic management, relationship marketing and risk management.
Machiavelli and modern management
Authors: Swain John W.
Published: July 2002

Shows how Machiavelli influenced modern management in much more fundamental ways than simply his well‐known advice to be ruthless, upon which many management writers focused. First, it explains his reputation for advising ruthlessness by discussing his life and times and the subject‐matter on which he wrote. Second, it details his positive teaching with regard to the modern world, the division of that world into a public and a private sector, and his foundation for the modern executive. In that context, ruthlessness is a tool for his executive figure to maintain stability in the public sector, so that people can focus more of their attention on the private sector in a modern world devoted to people serving their own needs.
“Know your customer”: marketing, governmentality and the “new consumer” of financial services
Authors: Hodgson Damian
Published: July 2002

This paper aims to illustrate the important role marketing technologies play in contemporary neo‐liberal policies which aim to effect social control over a populace through the shaping of the desire and freedom of individuals. This argument will be developed through an analysis of the expanded role of marketing technologies in the UK financial services industry in the light of studies of governmentality. Drawing on Foucauldian work, it will be argued that to understand governmentality, power relations must be reconceptualised beyond notions of institutional power and repressive mechanisms of control towards an understanding of their productive and seductive operation. From this perspective, deregulation should be seen not as a liberation of market forces or an empowerment of the “new consumer”, but rather as “government at a distance”. The danger of such neo‐liberalist solutions lies in their rhetoric of liberalisation and empowerment which does much to obscure the governmental operation of power in modern societies.
In search of a general enterprise model
Authors: Dewhurst Frank W. , Barber Kevin D. , Pritchard Matthew C.
Published: July 2002

Many organisations, particularly SMEs, are reluctant to invest time and money in models to support decision making. Such reluctance could be overcome if a model could be used for several purposes rather than using a traditional “single perspective” model. This requires the development of a “general enterprise model” (GEM), which can be applied to a wide range of problem domains with unlimited scope. Current enterprise modelling frameworks only deal effectively with non‐dynamic modelling issues whilst dynamic modelling issues have traditionally only been addressed at the operational level. Although the majority of research in this area relates to manufacturing companies, the framework for a GEM must be equally applicable to service and public sector organisations. This paper identifies five key design issues that need to be considered when constructing a GEM. A framework for such a GEM is presented based on a “plug and play” methodology and demonstrated by a simple case study.
Forecasting: Trials and Tribulations
Authors: Golden James , Milewicz John , Herbig Paul
Published: July 2002

The function which managers most despise is the art of forecasting. By
its very nature it concerns guessing the outcome of future events. No
matter how sophisticated computer‐driven techniques and programs are
evolved, the future has inherently within it events beyond the control
of managers. Reviews forecasting and provides several recommendations on
how one could go about minimizing biases within the forecasting process.
Sudden Lost Meaning: A Catastrophe?
Authors: Karathanos Patricia , Diane Pettypool M. , Troutt Marvin D.
Published: July 2002

Employees communicate more easily and are more committed to the
organization when beliefs and values are shared. Explores the phenomenon
of sudden “lost meaning” – a situation in which individuals who strongly
share the organization′s culture appear suddenly to cease to identify
with the meanings and values to which they once strongly ascribed.
Discovers two variables through examination of motivation theory.
Proposes that these variables provide insight into sudden lost meaning
and, consequently, suggest a framework for managerial behaviour.
Acknowledge and Use Your Grapevine
Authors: Cathmoir Nicoll David
Published: July 2002

Reassesses the role of the grapevine in employee communications. Argues
that it has a role to play in socializing employees to a company,
initiating behavioural change, disciplining employees and providing
information. Discusses the implementation of the grapevine as a part of
the employee communications mix, through management by walking about
(MBWA) and electronic communications. Concludes that it can enhance
corporate culture and increases allegiance to corporate goals.
Rightsizing: The Strategic Human Resource Management Challenge of the 1990s
Authors: Zeffane Rachid , Mayo Geoffrey
Published: July 2002

Argues that, before rightsizing is considered, human resource management must establish the appropriate human resource plan to give the organization the edge it needs to minimize the upheaval caused by rightsizing and to remain competitive. Rightsizing is inevitably accompanied by changes in the fundamental relationship between the organization and its workforce. Strategic human resource managers of today must comprehend valuable lessons from the past recessional times to remain organizationally lean and to cultivate resolutions to employee problems that are more creative than cash payoffs. Whatever the situation, staff reduction is always difficult, especially in industries where stability and security of employment has been the custom. To survive, managers must not ignore the important factors relating to people management. To deal with these issues managers should avoid certain actions when corporate restructuring becomes necessary. For example, unrealistic promises should not be made and action should not be postponed in anticipation of improvements in the environment. To help with motivating the remaining employees, managers also need to know precisely what the new corporate strategy actually entails and why the changes are being made. A truthful and constant flow of information from top management can minimize the damage that could be caused by rumours and allow employees to concentrate on their main tasks. A major function of human resource management during transitional organizational movement is to support and advise managers in order to reduce complications and disturbances to the organization.
Using astrology in market segmentation
Authors: Mitchell V‐W.
Published: July 2002

For segmentation purposes, demographic variables are cheap and easy
to measure, while psychographic variables are harder to measure, but can
provide a more accurate insight into consumer psychology. The use of
astrology, potentially, allows us to combine the measurement of
demographics, with the psychological insights of psychographics.
Suggests that a prima facie case exists for the suitability of
astrology as a segmentation variable since it creates segments which are
measurable, substantial, accessible, exhaustive, relatively stable over
time, likely to respond differently towards different marketing
programmes and have clear boundaries. Although it would be unrealistic
to claim that astrology can be universally applied to all markets in all
industries, it may have some use when applied to certain populations or
sub‐groups within certain lifestyle and personality‐related markets.
Strategic planning maturities
Authors: Harrison E. Frank
Published: July 2002

Introduces and delineates the concept of strategic planning
maturities. It thus represents a small addition to the total body of
knowledge underlying the strategic planning process. Uses a conceptual
model to explicate the dynamic interrelationship between planning
horizons and strategic planning maturities. Theoretical applications and
real‐world applications link the concept of strategic planning
maturities to successful and unsuccessful strategic decisions actually
made by top management in a cross‐section of large organizations.
The high‐performance organization:
Authors: Morley Michael , Heraty Noreen
Published: July 2002

Using a quasi‐experimental design, reports the findings of a study
on the impact of high‐performance work teams on job characteristics,
employee satisfaction, organization culture and quality. A naturally
occurring control (n = 50) and experimental group (n = 50) were
identified in one research site and questionnaires were distributed to
both groups prior to and eight months into the high‐performance
intervention. The results reveal a significant improvement in work
variety, autonomy, satisfaction with feedback on performance,
satisfaction with work allocation and suggestion/idea input. With
respect to organization culture and beliefs, it was found that seven of
the ten dimensions measured improved significantly. Finally, some
quality gains were witnessed with only minimal extra resources.
Decision processes, monitoring, incentives and large firm
performance in the UK
Authors: Evans Jo , Weir Charlie
Published: July 2002

In large firms the managers who run the business tend not to be
large shareholders. In addition, managers are said to have objectives
which differ from those of the owners. Aligning these conflicting
interests is the basis of the agency problem. Various corporate
governance schemes have been introduced to ensure that managers follow
profit‐driven policies. Looks at the separation of decision management
from decision control, the frequency of meetings between divisional
managers and their superiors, performance‐related pay and
performance‐related incentives. Examines their impact on firm
profitability. Finds that the level of monitoring of divisional managers
and the use of divisional performance‐related pay has a significant
effect on performance. Finds incentives in general do not affect
performance. Finds on average that performance is unaffected by the
separation of decision processes, although it does help to achieve very
good profitability.
Bridging the gap between technology and business strategy
Authors: Zhuang Lee
Published: July 2002

Innovation is now recognized as the key to bridging the gap between
technology and business strategy. In response to this, a research
project was established seeking to examine the current conceptual
understanding of innovation, and establish patterns, if any, that might
exist in the management practice of innovation across business
organizations. Reviews the overall research objectives and methodology.
Examines the current conception of innovation. Discusses the design of
two questionnaires to facilitate the research, and the results of a
pilot study recently carried out involving two different UK companies
based in the Midlands.
Broadening horizons: the practice of global relationships in
procurement
Authors: Herbig Paul , O′Hara Bradley S.
Published: July 2002

The globalization of business is a fact of life that many managers
are quickly waking up to. For firms, small and large alike, the move
towards internationalization implies a different role for every aspect
of the organization. One important function within the firm that is
becoming more and more global in orientation is the purchasing
department. Many corporations realize that in order to be successful and
competitive, an expanded focus for this area is necessary. However,
procurement activities on an international scale have unique
considerations of which many of us may not be aware. Discusses several
important developments in an effort to broaden our understanding in this
area. Although somewhat diverse in nature, the underlying current is
that the development of relationships is necessary in the international
environment.
Do networks really foster innovation?
Authors: Tomás Gómez Arias José
Published: July 2002

Warns that although technology and innovation are often the key
drivers in the formation of business partnerships and networks,
reflecting the parallel relationship between the institutional set and
the technological set, the formation of tightly knit networks of
relationships often entails drawbacks and hazards like increasing
complexity, loss of autonomy and information asymmetry, all of which can
hamper innovation and technological change. Explores how networks
simultaneously promote and block innovation in the partner companies
involved. Attempts to define the concept of the network and its multiple
variations. Analyses different attributes of networks as they relate to
innovation: flexibility, speed and networks as learning systems.
Concludes with suggested ways to extract the maximum innovative
potential from interfirm networking.
Transformation through teamwork: the path to the new organization?
Authors: Drew Stephen , Coulson‐Thomas Colin
Published: July 2002

Teamwork is one of the most widely recommended tools for organizational transformation. Initiatives such as business process redesign, total quality management or new product development almost always depend on effective and high‐energy group efforts. Presents a new study of team management practice, and the corporate objectives served, in a broad cross‐section of organizations in the UK. Shows, by interviews and a survey of 100 firms, that teamwork and team‐based organizations are likely to increase significantly in the future as a result of many strategic change programmes currently under way. Especially important will be the growth of teams linking firms to customers, suppliers and international partners. Examines critical success factors and makes recommendations for future practice. The growth of teamwork will be accompanied by new organizational forms and ways of working ‐ the “new organization”. This will be based on networks and clusters of skills, crossing boundaries with suppliers, customers and even competitors. New forms of training and team development will be required for flexible operation in fluid and ever‐changing environments.
Market signalling: a review
Authors: Herbig Paul
Published: July 2002

Marketing signals are communication vehicles which provide information beyond the mere form of the message ‐ a message within a message. These signals can be sent to competitors, customers, suppliers, or other interested stakeholders (e.g., government, stockholders, community). Discusses marketing signals and the advantages and disadvantages of market signalling. Provides the results of a study of business market signalling, and offers recommendations on how a firm can signal more effectively to its customers and competitors.
A process perspective on strategic decision making
Authors: Harrison E. Frank
Published: July 2002

Posits that a process perspective on strategic decision making is more likely to yield a successful outcome. Conceives the strategic decision‐making process as a composite of the concept of strategic gap and the managerial decision‐making process. Presents six examples of real‐world strategic decision in support of a process approach to the making and implementing of such decisions. The evidence in support of a process perspective on strategic decision making suggests a need for further research and exposition of this critically important subject.
Developing an employee balanced scorecard: linking frontline performance to corporate objectives
Authors: Davis Tim R.V.
Published: July 2002

Increasing emphasis is being given to corporate measurement systems which integrate customer satisfaction, process quality, innovation and financial performance. Managers are realizing that non‐financial criteria (customer service, process quality, new product development) are as important as financial criteria in corporate measurement systems. These factors need to be monitored closely and their relationship studied. Many executives have difficulty balancing the various types of measures at different levels of the company. Provides a detailed account of how a balanced set of measures was translated in a large company through corporate, group, divisional and plant levels. Concludes that the translation of a corporate scorecard into a frontline employee scorecard is essential for the implementation of strategy in most firms. Provides recommendations on how this can be done.
Factors influencing the international advertising practices of multinational companies
Authors: Harris Greg
Published: July 2002

Reports on a study which investigated why multinational companies standardize the advertising executions deployed throughout the various national markets in which they operate. Economies of scale and belief in international consumer and market convergence were found to be of less influence than had been indicated in prior studies. Rather the indications were that policy on international advertising is influenced by a broad range of organizational and strategic issues, particularly a perceived need for increased central control over the marketing policies of the national subsidiaries. In some instances it could be argued that standardization is a consequence, or even a means of, increased central control, rather than resulting from detailed analysis of the specific costs and benefits of standardization. Also finds that there are many forms of standardization and the motives of the sampled companies concerned varied to some extent, according to the form and degree of standardization practised.
Time to share a sales experience
Authors: Wilson Ian
Published: July 2002

Uses the conflicting viewpoints that the “aim of marketing is to make selling unnecessary” (Drucker) and “the heart of marketing is selling” (Hersey) as the basis for discussion. Observes that, certainly in many organizations, the prime responsibility for implementing the marketing strategy rests with the field salesforce “at the sharp end”. Notes that some organizations have been characterized as “selling oriented”, implying that organizational success is heavily reliant on achieving sales budgets through the efforts of aggressive sales teams. Focuses on the sales presentation ‐ the heart of the interface between company and customer ‐ describing the persuasion process used by an organization selling time share holidays, based on a real situation. Provides a vehicle for analysis of the sales process and particularly the means used for gaining customer commitment.
Michael Porter’s Competitive Advantage revisited
Authors: O’Shaughnessy Nicholas J.
Published: July 2002

Re‐affirms the validity of Michael Porter’s contribution to the discourse on competitive advantage, but suggests that his theory is weakened by its neglect of cultural factors and historical antecedents. Offers further amplification to his comments on the role of government, and reviews modern critics of Porter. Finally, summarizes succinctly the advice he would give to modern governments.
Alive by morning? Two solicitors’ firms revisited
Authors: Drummond Helga
Published: July 2002

Reports how two years ago, Management Decision readers were left in suspense concerning the mystery of two solicitors’ firms facing impending bankruptcy. Explains that the two firms responded to their respective crises by adopting diametrically opposed survival strategies, although both seemed perilously vulnerable to the forces threatening to destroy them; would they survive? Describes their subsequent progress and discusses what can be learned from each firm’s experiences.
Managing expatriates: a systems approach
Authors: Wright P.C. , Geroy G.D. , Baker N.
Published: July 2002

Using a series of diagrams, outlines a system of managing expatriates which includes: needs assessment, selection, pre‐field orientation, entry, development and re‐entry. To support the whole contains sections that describe issues for practising managers and a detailed checklist that organizes all the issues identified into a usable format.
Understanding levers for organizational change: the case of AB Ltd
Authors: Staniforth David
Published: July 2002

Investigates the management of change in a UK manufacturing company and reports data gathered from two sources within the company ‐ interviews carried out on‐site with senior managers concerning key managerial practices enacted by the company and self‐report questionnaires completed by employees. Uses data collected at two time points, approximately two years apart. Observes, from the findings, a common internal desire for organizational change, especially from a product/market perspective: efforts have been made to improve internal communications and re‐design certain jobs. Finds that emphasis on quality initiatives has been enhanced by greater customer focus, improved product appearance and better measurement of quality. Notes that changes in human resource management have included the formalization of issues such as training, the introduction of a novel performance appraisal scheme for managers and technical specialists, and the active pursuance of Investors in People accreditation.
Target marketing and segmentation: valid and useful tools for marketing
Authors: Cahill Dennis J.
Published: July 2002

Discusses Wright’s recent attack on targeting and segmentation theory. Proposes that, although Wright has some valid criticisms about specific applications of the concepts, targeting and segmentation are acceptable and defensible marketing strategies if properly designed. Gives some indications of possible methods for segmenting that may meet Wright’s criticisms.
The critical operating cycle
Authors: Byers Steven S. , Groth John C. , Wiley Marilyn K.
Published: July 2002

Focuses on the operating cycle. Provides a conceptual and practical understanding of issues and relationships of importance to all managers, such as invested capital, flowing capital, return of and on capital, lost and idle capital, risk‐return‐value relationships, basic cost relationships and economic break‐even. Explains and emphasizes how the operating cycle, and indeed the survival of the firm and creation of value, are critically dependent on the marketing function. Demonstrates why the contribution of each individual to the “team” is vital to creating value. Illustrates the importance of and provides guidelines for applying the concepts in the different functional areas with an example focusing on human resource management.
The use of expert systems in business transformation
Authors: Coakes Elayne , Merchant Kim , Lehaney Brian
Published: July 2002

Expert systems have become the more acceptable face of the much mooted “artificial intelligence” of the 1980s. A survey of UK organizations was undertaken in order to determine the usage rate and the main applications of expert systems. The responses indicate that very little use is being made of the available technology, and that where expert systems are used, they are often utilized in routine roles. Interviews were carried out with 12 high‐level managers in medium and large organizations to ascertain the possible results of poor or little use of expert systems and why organizations are reluctant to use them. The consensus is that, on a global scale, UK firms may lose sustained competitive advantage if they do not make the best use of the technology available.
Researching and writing strategic management cases: a systems view
Authors: Jennings David
Published: July 2002

Considers the research and writing of strategic management cases which are intended to develop student’s problem‐solving abilities. Identifies a number of benefits associated with the writing of teaching cases. Proposes that the concepts and techniques of strategic management are consistent with a systems perspective and that strategic situations can be modelled as systems. Develops a systems ‐based method for the research and writing of case studies and examines its application to a particular case study. The method may be transferable to other management disciplines.
Technology transfer through acquisition
Authors: Buono Anthony F.
Published: July 2002

Presents a case study of an intervention in a technology‐based acquisition. Conceptualizing the technology transfer process as the integrated movement of people, capabilities and knowledge, the analysis examines the development and implementation of the acquisition plan. The discussion focuses on the acquiring company’s integration strategy and the ramifications for intervening in such strategic endeavours.
Relationship marketing as a paradigm shift: some conclusions from the 30R approach
Authors: Gummesson Evert
Published: July 2002

Stresses issues brought up in the first World Wide Web conference on relationship marketing. Based on research on relationship marketing going back to the early 1970s which resulted in the definition of 30 relationships in marketing ‐ the 30R approach. Brings up inconsistencies in marketing, among them the mix‐up between relationship marketing as a phenomenon and a term; values and ethics; practice versus theory and education; differences between Europe and the USA; and the ghost‐hunt for an unambiguous definition. Concludes that relationship marketing requires a dramatic change in marketing thinking and behaviour; it is a paradigm shift, not an add‐on to traditional marketing management.
The cognitive style and strategic decisions of managers
Authors: Gallén Tiina
Published: July 2002

Researchers have for a long time attempted to understand the concept of strategy. One way to examine strategy is to approach it through managers. According to the theory of cognitive style, there are differences in the ways people perceive things and make judgements. Based on these consistent differences, it can be proposed that there is consistent variation in the ways managers see strategy. Strong evidence of the relationship between cognitive style and strategy can be found in past research. Makes propositions concerning that relationship and suggests some guidelines for empirical research.
An examination of the impact of organizational downsizing and discrimination activities on corporate social responsibility as measured by a company’s reputation index
Authors: Karake Zeina A.
Published: July 2002

This research empirically tests the relationship between a company’s social responsibility (CSR) performance as measured by the company’s reputation index, on the one hand, and the degree of downsizing of employees and a company’s discriminatory practices, on the other. The sample consists 178 large publicly‐held US‐based corporations which announced their intentions to downsize during the 1990‐1992 period. The statistical analysis does support the hypothesis that as companies eliminate jobs and layoff workers, they are perceived as being less reputable, hence, less socially responsible. The analysis, further, supported previous research which revealed a positive association between a company’s social performance (CSP), as measured by a company’s reputation index, and its financial performance as measured by its return on equity (ROE). The analysis, however, did not support the hypothesis of a negative relationship between CSP and a company’s discriminatory practices. Further, our statistical analysis failed to support the results of previous research which revealed a positive relationship between a company’s size and its CSP. This unexpected result may have been biased by the choice of companies in our sample.