bluuebunny/crossref_metadata_2025 huggingface dataset:
Cultural rootsTucson, AZ.f police corruption in India
Authors: Verma Arvind
Published: July 2002

Corruption within the Indian police organization is not a new phenomenon and folklore has always associated police with extortion and brutality. At present, corruption exists in many forms and in every rank and has reached an alarming stage where some practices are not even considered deviant. This paper argues that such pervasive corruption is an expression of the organizational culture that has its roots in the British Raj. The paper, based upon an insider’s viewpoints, describe some unusual forms of corruption and suggest how these emanate from organizational practices that have continued unchanged for more than a 100 years.
Comparative analysis of exclusionary rules in the United States, England, France, Germany, and Italy
Authors: Ma Yue
Published: July 2002

The exclusionary rule remains one of the most controversial doctrines in America’s constitutionalized criminal procedure. Jurists and commentators criticize the American exclusionary rule as a rule unique to American jurisprudence. Though American jurists and commentators’ criticism focuses on the Fourth Amendment exclusionary rule, the criticism of the American exclusionary rule with reference to practices in foreign countries serves to create and maintain the misconception that the United States is the only country that has the exclusionary rule. The belief that the exclusionary rule exists only in the United States is far from accurate. This article examines the historical development and the current status of exclusionary rules in the United States, England, France, Germany, and Italy. Attentions are especially devoted to analyzing the characteristics of the American exclusionary rule with reference to exclusionary rules in other countries.
Accidental needlestick injuries: a current issue for workers in the health‐care industry and their employers
Authors: Gillis John
Published: July 2002

Sharp tools, instruments and needles have been used in the practice of medicine for thousands of years. Although uses for these types of instruments have become sophisticated over the years, disposal of these instruments has not evolved in a corresponding way. Thousands of health‐care workers are incurring needlestick injuries at work every day. With our current knowledge of how incurable and sometimes fatal diseases are spread through dirty needlestick injuries, we must protect our employees from this risk. While we cannot eliminate the risk, we can take proactive measures to reduce significantly these risks. Some health professionals charged with the responsibility of managing these risks are being legislated into accepting increased accountability. This article discusses how to take a proactive approach to this problem, and perhaps avoid the potential excessive operating expenditures that some colleagues have incurred because of political legislation influenced in large part by trade unions.
Development and evaluation of a common intake process for geriatric medicine and psychiatry services
Authors: Fenton Nancy , Augustin Leila , Redden Carole , Patterson Christopher
Published: July 2002

In providing specialized care for older individuals the skills of many disciplines are often needed to provide the most effective care. At the time of referral, it is not always clear which patients are best served by a medical approach and which ones require psychiatric input. When patients are referred to the less appropriate service, diagnosis and treatment may be delayed to the detriment of the patient. A wide spectrum of specialized services for the elderly is offered at the Hamilton Health Sciences Corporation, a four‐site teaching hospital in Ontario. The authors describe the development of a common intake process which provides rapid triage to the most appropriate services, and facilitates a combined medical and psychiatric approach where indicated. The end result is a single entry point for referrals, more efficient triage and a net reduction in the number of staff needed to accept and process referrals.
Cost of establishing and maintaining a bed in a tertiary care hospital in Pakistan
Authors: Sagheer Unaiza , Kielmann Amfried A. , Mumtaz Zubia , Shahab Saqib
Published: July 2002

The study sought to determine the direct and indirect costs of hospitalization incurred by the provider and consumer in a public funded tertiary care hospital in Islamabad, Pakistan. The cost per hospital bed per day in both medical and mixed specialty wards was determined in terms of infrastructure, manpower, diagnostic investigations, drugs and utilities, and the cost to the hospitalized individual in terms of transport, food, drugs, investigations, and indirect costs such as time and material requirements of relatives or friends resulting from and associated with the hospitalization. The average daily cost per occupied bed to the institution amounted to Rs. 777 (US $ 18.95) per day. The average cost borne by the patient was Rs. 1,071 (US $ 26.10) per day or 58 percent of the total daily cost of a (medical) bed. A disproportionate share of this expense was under specific subheadings, namely purchase of medicines, laboratory services, transportation and food. Study findings confirm that in contrast to stated national policy, stationary health care is not only not free but that the consumer may end up directly paying more than the state for the services she/he receives.
Aging and dying in Canada in the twenty‐first century: a personal perspective
Authors: Butters Jean
Published: July 2002

Explores aspects for the cycle of aging and dying, providing a personal perspective underpinned by empirical evidence. Addresses a number of key questions, including: “Why do people perceive themselves to be younger than their peers?” and “How do people cope with death?”. Explores the stages of dying and the essential tasks that go with it.
Elder abuse and one community’s response
Authors: Callaghan Judy
Published: July 2002

Elder abuse has come to be recognized as any act of both commission or omission that causes harm or loss to elderly people. This can include active or passive neglect, violence, sexual or emotional abuse, various kinds of theft, and deprivation of the person’s human rights. Elder abuse has many causes. The Hastings and Prince Edward Council on Aging developed an Elder Abuse Community Response Protocol to help address this problem.
Total quality commitment and performance in Canadian health care organisations
Authors: Wagar Terry H. , Rondeau Kent V.
Published: July 2002

Although many organisations have in recent years installed TQ programs, many have been unable to realize significant performance enhancements. Results from a diverse sample of Canadian health care organisations suggest that merely having a TQ program is insufficient for attaining selected performance improvements. Health care organisations which have both a formal TQ program and a deep commitment to quality improvement are perceived to perform better on a number of valued outcomes.
Antimicrobial resistance: the threat to health and health care
Authors: Granitto Kathleen
Published: July 2002

This article addresses antimicrobial resistance and the threat it poses to an individual’s health and the health care system. Diseases, such as pneumococcus have gained an overabundance of antimicrobial resistance. In addition, previously unknown diseases are surging and sounding alarm bells worldwide. The history and causes of this surge are examined globally. One such cause is the overuse of antibiotics in long‐term care facilities. International strategies that have been implemented by organizations, such as the World Health Organization to control the spread of infectious diseases, are also reviewed. The prevalence, causes and consequences of antibiotic resistant organisms are found in long‐term care facilities and hospitals specifically in Canada, are reviewed. Recommendations are made.
Name your career development intervention
Authors: Kirk James J. , Downey Bridget , Duckett Steve , Woody Connie
Published: July 2002

The first section of the article provides readers with an overview of the most widely used career development interventions including alternative career paths, assessment centers, career coaching/counseling, cross‐training, flexitime, job enlargement, job enrichment, job rotation, job sharing, phased retirement, sabbaticals, and temporary assignments. Each intervention is described and accompanied with an example. The second section of the article presents three case studies: When woodworkers won’t; How do we keep going from here? and Opportunity in scarce resources. Each case is accompanied with a series of discussion questions and answers. Managers, trainers, and/or consultants can use the article and its case studies to facilitate discussions among employees regarding the potential benefits and drawbacks of various career development interventions.
Barriers to entry: implications for private finance initiatives in university provision
Authors: Watson Peter
Published: July 2002

Reviews the way in which publicly funded higher education controls access to learning and considers the implications for privately funded alternatives and workplace structures for learning. Considers the impact of technology on education delivery and costs as well as increased opportunities for flexible access, changes to workplace learning and availability of a wider range of services. Examines the strategic considerations of investing in higher education and in particular, competitive challenges presented by both existing institutions and new education providers.
The wolf pack: team dynamics for the 21st century
Authors: Johnson Pamela R. , Heimann Virginia L. , O’Neill Karen
Published: July 2002

Today, many companies don’t want employees who merely “do their jobs.” Instead, they want people who will make them profitable. And because profit‐generation is increasingly in the hand of “teams” of co‐workers who collaborate on short‐ or long‐term projects, or even permanently, companies are looking for people who can fit this type of work structure. This article discusses how a high performance team is much like a wolf pack, and gives a background on the purpose of teams, and describes the many reasons for failure of teams, discussing the qualities needed for successful teams in the 21st century.
Strategic directions in the management of the corporate university paradigm
Authors: Dealtry Richard
Published: July 2002

This article sets the scene for the exploration of corporate and company developments in the field of the corporate university and related development paradigms. It identifies the driving forces promoting the growth in corporate universities, corporate business schools and other similar styles of intellectual asset management. There are many emergent issues and differences concerning the style, scope and culture of the emergent management programmes and as a consequence some important changes could occur in the nature of the corporate relationship with providers in the traditional intellectual supply chain. This article acknowledges the evolutionary stage of these developments and engages with the main subject areas as a platform for a methodology in examining future developments.
Introducing competence‐based management development: a case study of a university‐hospital partnership
Authors: Smith Paul
Published: July 2002

The British National Health Service (NHS) has experienced a number of changes in management over the last 20 years resulting in management development becoming a greater priority. Consequently, hospitals and other NHS organisations have rapidly introduced competence‐based management development programmes for their staff. This paper reports in depth on a case study of a partnership between a hospital trust and a university to introduce competence‐based management development to NHS managers. It evaluates the management development programme at a hospital trust over a four‐year period and concludes with a discussion of the benefits and problems of the partnership approach and highlights lessons that providers of management education could draw from them.
Diagnostic techniques for training and education: strategies for marketing and economic development
Authors: Murk Peter J. , Barrett Andrew J. , Atchade Pierre J.
Published: July 2002

The purpose of this diagnostic‐skills training model paper is to provide an overall assessment process for training and development. The interests of trainers, managers, and trainee representatives (stakeholders) are best served when all parties carefully discuss the training parameters and come to an agreement on six crucial questions. The diagnostic techniques paper and Index for Training Success (ITS) address these crucial questions and offer several training strategies. Writing a training proposal for the company or firm is the first logical step in the process. In the writing process of the training proposal, one of the critical considerations of the trainer working is to determine how much information he or she can get compared to how much time he or she should devote for the training under given budget constraints. This paper recommends steps to follow and provides an Index for Training Success. The index is to be used during the planning process to assess the potential success of the learning event and to diagnose the areas in which additional effort will achieve the most improvement. The paper also suggests a method in which the index can be used as a summary evaluation and diagnostic tool after the event is held.
Towards a new workplace culture: development strategies for employer‐employee relations
Authors: Savolainen Taina
Published: July 2002

Deals with one of the key human resource (HR) issues in current working life, namely employer‐employee relations. Looks at the process of the development of employer‐employee relations in an organization‐wide change process, more specifically in quality improvement initiative. Presents empirical findings and implications from a qualitative, longitudinal Finnish case study on the implementation of quality management thinking and practices. Suggests leadership‐oriented development strategies for employer‐employee relations and better utilization of HR. Proposes that the progress in the development of labor‐management relations is based on an incremental ideological change which is a leader‐driven learning process. Incremental change in the workplace mentality leads to increasing trust and cooperation. Implies that in the development of labor‐management relations visible leadership and good leadership skills are needed; managers need sensitivity for seeing the right time and knowing the right ways for building mutual trust. Leadership actions, in turn, give support to traditionally more passive human resource management actions.
Learning style and training delivery mode preference
Authors: Buch Kim , Bartley Susan
Published: July 2002

An exploratory study investigated the relationship between learning style and preference for training delivery mode. It was expected that learning style would influence learners’ preference for receiving training through classroom‐, computer‐, TV‐, print‐, or audio‐based delivery modes. A total of 165 employees from a large US financial institution completed the Kolb Learning Style Instrument and a survey measuring training delivery mode preference. Results found support for the expected relationship between the two, with convergers showing a stronger preference for computer‐based delivery and assimilators showing a stronger preference for print‐based delivery. However, results also revealed an overall preference for classroom‐based delivery for adults in the study, regardless of their learning style. Implications of these results for training design and delivery are discussed.
Managing the corporate university learning curve
Authors: Dealtry Richard
Published: July 2002

Reviews a conference process that was introduced to help companies, regional development organisations and universities to evolve and share their perspectives on the active business led concept of the corporate university. The conference forms part of an evolving initiative launched by the Copenhagen Business School. The conference entitled “Trends in Corporate Universities – September 2001”, had an agenda that contained state‐of‐the‐art presentations about the theory and practice of the corporate university concept and also company presentations about the progress they are making in evolving their particular corporate university applications. The conference objective was aimed at raising the visibility of the potential of the corporate university and its capacity to renew and enhance organisational effectiveness and strategic development processes. From these observations and discussions it was expected that delegates would be in an informed position to evolve a realistic and sustainable vision of the corporate university and fully grasp its vital contribution as an engine for change and business development.
Evaluation of workplace learning
Authors: Geertshuis Susan , Holmes Mary , Geertshuis Harry , Clancy David , Bristol Amanda
Published: July 2002

Reports on an effort to implement good practices in learning evaluation. Reviews learning evaluation practices and gathers data using a dedicated software system. Demonstrates learning takes place within complex social systems populated by a multiplicity of factors that influence perceptions of learning and performance outcomes. Argues that technology enables cost‐effective evaluations to be implemented that encompass a broad spectrum of influencing variables and acknowledge the empowered status of the learner. Discusses the implications for evaluation methodologies and the role of trainers within organisations.
Designing a case‐based e‐learning system: what, how and why
Authors: Wang Feng‐Kwei
Published: July 2002

This paper illustrates and discusses a pedagogical model that views knowledge as a source for learning to occur. In this model, learning is viewed as a process that allows workers to advance from novices to experts through three levels of knowledge acquisition: know‐what, know‐how, and know‐why. Different types of knowledge require different learning methods and entail different learning activities. Built upon this model, a corporate e‐learning system entitled UNCLE (using notes for a case‐based learning environment) was developed and pilot tested. The pilot testing of UNCLE showed encouraging learning results and suggested that a well‐defined structure for learning components and processes is favorable in a corporate environment.
The contributions of knowledge management to workplace learning
Authors: Veng Seng Chan , Zannes Estelle , Wayne Pace R.
Published: July 2002

This paper argues that increases in workplace learning may occur concomitantly with ways in which knowledge is managed in an organization, and knowledge management effectiveness may be a function of how successfully an organization is able to put a technological infrastructure into place. It describes the phases in a strategy for implementing knowledge management procedures and processes and argues that an appropriate mix of technological equipment is pivotal to both knowledge management and enhanced workplace learning. The paper suggests that the cultivation of a climate and culture that support and encourage knowledge sharing and learning to occur may be more important than any of the technological advancements to assure enhanced workplace learning.
How to respond to change
Authors: Knippen Jay T. , Green Thad B.
Published: July 2002

Argues that change is constant and is something we will all have to contend with numerous times in our working lives. Describes a six‐step strategy for responding positively to organizational change. Gives numerous theoretical examples of conversational exchanges between boss and employee to illustrate the process.
How to discipline a thief who stole for fellow employees
Authors: Osland Asbjorn
Published: July 2002

From an international perspective, presents an interesting problem about discipline, as it discusses the appropriate discipline for a group of employees who confessed to stealing food ‐ cooking oil and a special mix of flour ‐ donated by the US Government for distribution to the poor of the Third World. The expatriate manager is wondering just how severe he should be, given the circumstances where the relatively poor employees felt it was acceptable for them to receive the free food. The young woman who distributed the food to the poor also distributed it surreptitiously to her fellow employees. A complicating factor is that she was noticeably pregnant at the time which entitled her to special protection under Colombian labour law from arbitrary dismissal.
Computer pains
Authors: Kirk James , Kirk Lynne
Published: July 2002

Fear of technology is a common problem, even today when computers are found in most business environments. Illustrates how a department can be affected when one employee seems incapable of coping with computerized systems. Indeed, in this case, severe interpersonal and personal stress‐related problems severely curtail the implementation of an important new system. Students are asked to evaluate the situation and to recommend an appropriate intervention.
Employee health programmes: a model designed for a local company
Authors: Thompson Janet
Published: July 2002

Presents an example of how one small company started a health programme for employees to avoid higher health‐care costs and to improve employee morale. Describes the process of developing the programme, and its success in detail to facilitate an analysis of what led to the success.
Action learning team ‐ building bridges within a local council
Authors: Carson Lyn
Published: July 2002

States that building bridges with political colleagues who do not share a common ideology can be difficult and that adopting a conciliatory approach without watering down one’s principles raises its own challenges. Reports that as both an elected representative and researcher, the author collaborated with a number of her colleagues in an action learning team to analyse the results of adopting a Heart Politics approach towards their political antagonists, using strategic questioning as a participatory tool. Reveals that in the process the action learning team learned a great deal about the importance of genuine listening and relationship building and about how to cultivate trust and respect among a diverse group of community representatives.
Asking for positive reinforcement
Authors: Knippen Jay T. , Green Thad B.
Published: July 2002

Explains that the first step in getting positive reinforcement from your boss is to realize that you want and need it. Next, thought needs to be given regarding how and why your boss withholds positive reinforcement. Now you are ready to meet with your boss, ask for more positive reinforcement, cite examples of when he/she has given it and how it benefits both parties. End by giving him/her positive reinforcement for discussing this with you.
Implications of organizational and individual learning for effective change management in education ‐ an exploratory study of management practices in elementary schools in England and Finland
Authors: Cicmil Svetlana , Kekäle Tauno
Published: July 2002

Presents a work‐in‐progress report on an exploratory study of change management in education. Aims to investigate management processes employed in a sample of schools in the times of change and an increased demand for effectiveness and higher quality in the sector. Builds on the “completeness” framework while looking into varying aspects of change in the environments of several schools, in education in general, and in the public sector nationally and internationally. Addresses the phenomenon of organizational and individual on‐ and off‐job learning within the environment of elementary education. Proposes the next research steps in deriving good management practices to be employed in managing change and quality in schools, addressing an emerging dimension of the phenomenon known as “personal compacts”. Incorporates a comparative, cross‐cultural aspect by addressing similar problems in two different national environments: the UK and Finland.
Two questions which opened the door to organizational growth
Authors: Davis John E.
Published: July 2002

States that the mid‐Kent area of Kent Social Services has been engaged in a programme of organization development for the last three years. The objective of this initiative has been to provide high quality services to the vulnerable people who need them. There was early recognition that the organization needed to be more responsive to those who used its services, but also to its staff. Explains how agreement was reached on the content of a learning organization policy. Sets out how, by asking two key questions of staff and listening and responding to their replies, it was possible to introduce a programme of personal development and performance management, along with an assessment programme which is helping to develop the behaviour of managers and supervisors. Gives practical examples of the opportunities created by staff to share their learning, demonstrate initiative, effect change and enjoy recognition for their efforts.
Negotiating mutually satisfying IS action research topics with organizations: an analysis of Rapoport’s initiative dilemma
Authors: Kock Ned
Published: July 2002

Discusses, from an information system perspective, the gradual negotiation process involved in the resolution of the initiative dilemma of action research. Posits that the initiative dilemma is characterized by the researcher facing the decision of taking the initiative of defining an opportunity for generating knowledge first then trying to find client organizations, or leaving this to client organizations and tackling problems proposed by them. The first option may lead to the definition of research projects that do not meet the interests of client organizations, while the second may lead to irrelevant research topics. Proposes a preliminary explanatory model of this negotiation process and highlights the differing and often conflicting views of researchers and organizations. Discusses failure types that may result from this negotiation process and how to avoid them.
Beyond the boundary: the learner perspective in WBL
Authors: Davies David W.
Published: July 2002

Most higher education institutions in the UK have managed, until recently, to avoid addressing the issue of work‐based learning, not least because they have only recently begun to seriously consider the workplace as a site of learning. It is agreed that learning itself, rooted in individual experience, is playing a different part in the generation of knowledge since that experience is increasingly taking place at work. Work has thus become a key site of learning and a key focus for continuing educators, and it is work and the opportunities offered by global communication and information technologies which are transforming learning for individuals. New professional skills and new organisational structures are needed to identify, develop and support these new contexts of learning and sponsor the idea of “learning self‐competency” which is concerned with how we learn and with learning to learn.
Learn to ask the right questions
Authors: Peters John , Smith Peter
Published: July 2002

Argues that in business, as in medicine, prescription must follow diagnosis if it is to be effective. Reviews the psychological need for certainties in uncertain situations, and the guru industry, based around bestselling books, which suggests generic solutions. Points to action learning as a developmental methodology geared around asking questions, rather than the provision of answers.
Competency and measured performance outcomes
Authors: Thompson John L.
Published: July 2002

Reinforces the need for organisations to seek appropriate measures of corporate and competitive performance. Develops a cause‐manifestations‐outcomes model to embrace the relevant issues and possible measures. Discusses the relative value of various financial, stakeholder, admiration, reputation and corporate logic approaches. Concludes with a holistic framework from which organisations can select an appropriate and comprehensive set of measures.
Learning lessons from non‐work related learning
Authors: Holden Richard J. , Hamblett John
Published: July 2002

Recent official papers and reports credit employee development (initiatives which offer employees of an organisation opportunities to undertake non‐work related learning of their choice) as a vehicle for stimulating and promoting ideas of continuous education and lifelong learning. Commentaries such as these contribute to what is defined as an “orthodox” account of ED. In sum the orthodoxy promotes ED on the basis that by promoting learning and flexibility such initiatives contribute to organisational effectiveness and competitiveness. However, the orthodox account is inscribed with two fundamental flaws. The first is theoretical in kind, and concerns the under‐development of its central concepts. The second is of a more practical kind, and refers to the management of ED. The argument is illustrated with reference to both existing data and our own empirical work. The conclusion attempts to develop a more rational justification for ED, suggesting that support for such initiatives represents an ethical imperative. States that in a democratic society the workplace should be regulated in a democratic fashion. ED deserves to be sponsored in so far as it contributes towards this process of “democratisation”
Work‐based learning in practice
Authors: Raelin Joseph A.
Published: July 2002

This paper depicts a prototypical learning program based on the author’s model of work‐based learning. The model is premised on the simple idea that learning can be acquired in the midst of practice. It deliberately merges theory with practice and acknowledges the intersection of explicit and tacit forms of knowing. There are eight learning modalities in the model of work‐based learning. The paper concentrates on three somewhat popular action strategies that are typically presented in isolation: action learning, action science, and communities of practice. The paper demonstrates how corporate educators and facilitators might distinguish between these approaches and yet offer them in a meaningful sequence based upon their preferences, skill, and comfort level as well as upon the needs of their managerial clients.
New developments in the use of simulations and games for learning
Authors: Wolfe Joseph
Published: July 2002

Business games for instruction have continued to grow in their use. While the basic structure of these games has largely remained the same, the technical support provided to both players and game administrators has changed substantially.
Enhancing the effectiveness of management education with a tone of music and the mystique of magic
Authors: Wheatley Walter J.
Published: July 2002

The basic differences between good management education and excellent management education is the dynamism of the speaker and exciting materials. This paper is designed to introduce management educators to such materials. While not totally novel and unique, music and magic activities are becoming more and more widely utilized to enhance the dynamism and excitement of management education. They can also be easily customized to be utilized as icebreakers and/or energizers, or used as complete interactive exercises to enhance the management education process. The old proverb that “a lesson taught with an entertaining facet is a lesson retained” is still alive and well.
Industrial espionage and competitive intelligence: one you do; one you do not
Authors: Wright Phillip C. , Roy Géraldine
Published: July 2002

This paper discusses the difference between industrial‐espionage and competitive intelligence so that practicing managers will be more able to formulate policy in this critical area. As well, procedures for securing information as part of a competitive intelligence process are outlined.
Some reflections on the emerging notion of personal quality management
Authors: Jonker Jan
Published: July 2002

States that the concept of the “classical” organisation is undoubtedly in transition. As a result new organisational concepts emerge. Addresses the nature of quality management and assurance in “organisations under construction”. Starting with a brief overview of the characteristics of new organisations, blending into the concept of the “individualised company”. The assets of such a company are its core competencies linked to people. The question is: how do existing theories and practices of quality management fit in with these new organisational concepts? To provide the beginning of an answer a new quality approach labelled “personal quality management’ is explored. The essence is that quality management becomes more and more an individual responsibility. Some narrative empirical evidence is provided to support the development of this approach.
Being a better team player
Authors: Knippen Jay T. , Green Thad B.
Published: July 2002

Being a good team player is a highly sought‐after skill. Demonstrates how to become a better team player within your organization by following some simple guidelines.
Network Map: visualizing telecommunications service
Authors: Kenyon Jeff , Briggs Peter
Published: July 2002

In order to propose an evolutionary path for a large business’ telecommunications service, one needs a synoptic view of that customer’s existing services suitable for systemic analysis. Only with such a view can a telecommunications provider enter into a truly consultative relation with large customers. The Network Map application provides such a view by displaying service information contained in a conventional relational database through a Hyperbolic Tree viewer.
Knowledge management receptivity at a major pharmaceutical company
Authors: Liebowitz Jay
Published: July 2002

Knowledge management seems to be an emerging trend in organizations. However, skepticism still exists among many managers as to the true value of undertaking knowledge management initiatives. This article presents a case study of surveying knowledge management receptivity attitudes of senior managers in a major pharmaceutical company. The results are discussed and recommended steps are explored.
Systems thinking on knowledge and its management: systems methodology for knowledge management
Authors: Gao Fei , Li Meng , Nakamori Yoshiteru
Published: July 2002

KM is increasingly imperative as it is regarded as the key determinant of a firm, industry or country for survival and growth in knowledge era. Varieties of disciplines have made contributions to knowledge and knowledge management. Research focuses on one or more specific fields, but to understand which levels of knowledge processes knowledge management should concentrate on, should be more fundamental than advocacy of knowledge management. Knowledge‐related matters were examined from the viewpoint of systems science. Using critical systems thinking, soft systems thinking etc., a new systematic perspective on knowledge was proposed, aiming to provide a new way of thinking and a useful toolbox on different levels and phases of knowledge management for practical knowledge users.
Managing effective knowledge transfer: an integrative framework and some practice implications
Authors: Goh Swee C.
Published: July 2002

One of the major challenges an organization faces is to manage its knowledge assets. Increasingly, the use of knowledge is seen as a basis for competitive advantage. This paper explores the key factors that have been cited as significant influences on the ability to transfer knowledge, an important area of knowledge management. Each of these factors is discussed separately and then integrated into a conceptual framework to explain how effective knowledge transfer can be managed in an organization. A set of managerial implications, or a qualitative assessment approach, is also discussed. It is framed as organizational characteristics and managerial practices required to establish an effective knowledge transfer process in an organization. Conclusions are drawn about the complexity of managing knowledge transfer and the need to take a balanced approach to the process.
The state of the product in knowledge management
Authors: Bair James H. , O’Connor Ellen
Published: July 2002

This paper describes existing knowledge management (KM) tools and technologies in a historical context: where they have been, where they are now, and where they are going. It examines KM technologies in relation to early work done by Douglas Engelbart, subsequent developments in business and management, and recent technological advances. Finally, from this historical vantage point, the authors address the future of KM.
University‐enterprise interaction in biotechnology in the south of Brazil
Authors: Viana da Cunha Neila C. , Madalena Fracasso Edi
Published: July 2002

This article aims to analyze the interaction between university and enterprise based on the experience of two biotechnology centers in the state of Rio Grande do Sul, namely the Biotechnology Center of the State of Rio Grande do Sul and the Biotechnology Center of the Federal University of Pelotas. The multiple‐case method was chosen to analyze and identify university‐enterprise interaction models. A theoretical review established a typology of university‐enterprise interaction constituted by three models: classic model, market model and partnership model. Ten university‐enterprise interaction projects were classified. At the Biotechnology Center of the State of Rio Grande do Sul the five projects were mainly on the lines of the market model, whereas at the Biotechnology Center of the Federal University of Pelotas the five projects were mainly the classic model of interaction. A culture of interaction between university and enterprise must be stimulated at both centers, and actions were proposed for this purpose.
Deming was right – 99.75 per cent of the time!
Authors: Finlow‐Bates Terry
Published: July 2002

Deming (1986) was quite adamant that any attempt to reward the individual for supposed personal contribution in the workplace was wrong. This flies in the face of the belief that it is right and proper to reward a person for work well done. It is totally counter‐intuitive to a boss who is trying to motivate his or her people. Of course we must reward our high achievers. Even Harrington (1998), warning that “this is worse than taking the Lord’s name in vain”, felt that Deming had probably got it wrong.  However, Deming, building on the work of Taylor and Shewhart, realised just how little influence most of us have on the final business result. Deming argued that for most people, most of the time, the final result is beyond their control and thus their influence. Rewarding them for success or punishing them for failure is neither fair nor logical. This article examines the basis of Deming’s unequivocal views and concludes, painful as it might be, that Deming had it right – at least most (99.75 per cent) of the time.
The price/acceptance function: perspectives of a pricing policy in European telecommunication markets
Authors: Kollmann Tobias
Published: July 2002

Success in innovation management of telecommunication products depends not only on sales, but also, and primarily so, on actual call times by subscribers (e.g. on their mobile phones). It is not only the purchase price that plays a major role for this type of service, but also call and rental charges. This study investigates two potential subscribers’ decisions, using the graphic device of a price/acceptance function and a charge/acceptance function. The first decision is to buy telecommunications products (accepting the purchase price), and the second decision is to use these products (accepting the charges for using the product). In particular, an attempt is made to describe the general profile of the price/acceptance function through considerations of plausibility. Based on an empirical experiment, conclusions are drawn for the pricing policy of telecommunication products, which point to abandoning fixed basic charges and to giving away end‐user sets (e.g. mobile phones) free of charge.
Strategic issues in managing innovation’s fuzzy front‐end
Authors: Kim Jongbae , Wilemon David
Published: July 2002

A product is more likely to be successfully developed and marketed when the “upfront or fuzzy front‐end (FFE)” activities are understood and carefully managed. A framework is developed to illuminate several factors affecting FFE performance. Using this framework, several strategic issues involved in managing the FFE are identified and managerial recommendations are advanced.
Best practice in supply chain management: the experience of the retail sector
Authors: Zairi Mohamed
Published: July 2002

Notes that the retail industry sector is currently undergoing major changes resulting from factors such as increased competition and tighter profit margins. Suggests that integrated management through the extended supply chain is the most effective means to achieve good value provision to the end consumer. Looks at factors such as efficient consumer response ‐ an initiative launched in the USA to bring together grocery distributors and their suppliers. Also considers initiatives such as quick response ‐ a current UK practice which encourages the effective management of the supply chain. Features the practices of key operators such as Safeway. Proposes a model for effective partnerships and suggests initiatives for future success.
The dynamics of change innovation and risk in corporate wholesale finance
Authors: Howcroft Barry
Published: July 2002

Examines the traditional function of commercial banks as financial intermediaries between deficit and surplus sectors. Fundamental to this function has been the assumption that banks can intermediate at lower costs than those prevailing with direct financing arrangements, but developments in corporate wholesale financing over the past 20 years or so have undermined this “cost imperative” for large companies. This has resulted in disintermediation of commercial banks by large companies and introduced a large degree of product innovation in wholesale corporate finance. These innovations have meant that commercial banks have become more investment bank oriented. Traditional on‐balance sheet services for large companies have been largely replaced by off‐balance sheet activities such as providing investment advice and making placements. These changes in business activity have had an effect on the commercial banks’ principal sources of income and the risks inherent in their business. Innovations in corporate wholesale banking have implications which go beyond the corporate wholesale market and have changed the commercial banks’ “business philosophy” and methods of management.
Activity‐based management and the product development process
Authors: Maccarrone Paolo
Published: July 2002

Most studies on activity‐based management (ABM) focus on applications in manufacturing environments. Instead, little attention has been given to the potentialities of ABM for support units, although these are widely considered to be one of the most relevant sources of inefficiencies, especially in large firms. The purpose of the paper is to illustrate how the ABM methodology can be applied to R&D activities, with particular regard to the product development process. As a matter of fact, when implementing an ABM system for R&D operations, some relevant theoretical problems arise, essentially due to the high percentage of non‐routine, hardly standardisable activities. However, if adequately adapted to the characteristics of this function, ABM can be of great help in a number of issues, such as: improvement of the efficiency of the activities that constitute the process; evaluation of the economic benefits that can be gained through a redesign of processes; improvement of the effectiveness of links between product development activities; evaluation of product life‐cycle costs and budgeting and control of product development activities.
The effectiveness of market information in enhancing new product success rates
Authors: Hart Susan , Tzokas Nikolaos , Saren Michael
Published: July 2002

An overview of the success/failure literature in new product development points to a long list of critical success factors (CSF), which define what should be done to enhance new product success rates but not how to do it. The net result is failure rates which are marginal improvements on previous decades. The basic tenet of this paper is that the effective use of market information throughout the new product development process (NPD) can enhance the success rates of new products. We examine the contingencies affecting the perceived utility and use of market information in the NPD process and develop propositions describing these contingencies. The outcome of our discussion is a conceptual framework, which can aid research in this critical area of organisational activity.
The business‐to‐business customer in the service innovation process
Authors: Martin Claude R. , Horne David A. , Schultz Anne Marie
Published: July 2002

This paper addresses a major impediment to business‐to‐business service innovation. The focus is on the role played by the client in a service dominant offering, compared to product dominant offerings. Part of this concerns the concept of customer input uncertainty includng the diversity of customer demand and the customer’s disposition to participate in the innovation process. The paper concludes by tracking and innovation process in a consultation between a major global consulting firm and one of its clients.
From direct to hybrid marketing: a new IBM go‐to‐market model
Authors: Gandolfo Alessandro , Padelletti Franco
Published: July 2002

In the 1980s, a profound change in the information technology (IT) market forced IBM to modify the organisation and management of its selling structure. There was only an internal sales channel at first and IBM had interactive relationships with individual customers. The process of change began when the number of customers increased and their average size decreased. IBM began to support its internal channel of sales representatives with an external channel of business partners for the distribution of high volume products. Having to face new problems, like business partner loyalty and the loss of market control, IBM has decided to adopt, as a general strategy, a new go‐to‐market model called the hybrid model. By mixing and coordinating direct activities, such as mailings, phone calls and tele‐coverage, with commercial business partner actions and operations, IBM now has a new competitive advantage.
Toward a participative organizational culture: evolution or revolution?
Authors: Bechtold Brigid L.
Published: July 2002

Explores how organizational culture is created, how it impacts and is impacted by the business, and how inclusion and participation become cultural norms. Discusses aspects needed for an inclusive, participative culture in terms of industrial democracy. Then, raises the challenge that evolutionary implementation of participative strategies won’t succeed. Concludes that we need to change our fundamental assumptions about human nature, organizational philosophy, and business strategy to self‐organization. Only then will participation work effectively
Loosening the reins without losing control
Authors: Robinson Ron
Published: July 2002

Addresses several considerations involved when implementing empowerment in high‐performance organizations, namely: defining empowerment within the organization; setting out key boundaries; and defining roles and responsibilities. Examines each in turn, discussing ways to overcome common problems. Stresses the importance of these considerations when attempting to empower employees.