bluuebunny/crossref_metadata_2025_split huggingface dataset:
Coping with customs clearance uncertainties in global sourcing
Authors: Sawhney Rajeev , Sumukadas Narendar 
Published: June 2005

PurposeSeeks to show how developing countries are becoming important links in global sourcing networks. However, inefficient functioning of governments as customs‐clearance agents adversely impacts the flow of goods to and from these countries. This uncertainty not only impacts firms in the developing countries, but also seeps into the global supply networks in which these firms participate. Existing strategic supplier partnership (SSP) models do not address the role of government.Design/methodology/approachThis paper utilizes observations gathered from a field study to understand better the mechanisms that companies use to cope with government‐induced import uncertainty. The paper draws insights from a buyer‐buyer collaboration mechanism found among a few firms in the printed circuit board manufacturing industry in India. To generalize the findings to other settings, the paper investigates how such a mechanism came to be, and how others in different settings might benefit from similar mechanisms.FindingsThe paper advances nine theoretically grounded propositions regarding other situations in which such buyer‐buyer collaboration may be suitable in other industries or countries.Research limitations/implicationsThe propositions advanced here need to be subjected to empirical examination, to test and extend the theory's boundaries to other industries and countries. Several “original” concepts generated here need to be developed into researchable constructs, and valid, reliable instruments need to be generated.Originality/valueThe propositions advanced here regarding buyer‐buyer cooperation among competing firms represent a clear extension of the traditional buyer‐supplier cooperation extensively studied in SSP models. Moreover, the results are highly usable and add value to supply chain practices.
Influences of element size and variable smoothing on inviscid compressible flow solution
Authors: Thomas C.G. , Nithiarasu P. 
Published: June 2005

PurposeTo improve inviscid compressible flow solution.Design/methodology/approachA local element‐size calculation procedure in the streamline direction and a local variable smoothing approach are employed to improve inviscid compressible flow solution. The characteristic based split approach is used as basic solution procedure to demonstrate the employed improvements.FindingsResults show that employing the element size in the streamline direction improves the solution accuracy in the transonic flow region. The nodal variable smoothing is very effective below a Mach number of 0.85 and produces results without any spatial oscillations.Originality/valueThis paper fills the gap by suggesting novel procedures to study Mach number range between zero and supersonic flow.
Backlash in the workplace
Authors: Burke Ronald J. 
Published: June 2005

PurposeThis exploratory study examined backlash in the workplace. Backlash was operationalized by employee views on how much their employer had done to support the advancement of four designated groups (women, disabled, aboriginal people, racial/visible minorities): too much, about right, too little.Design/methodology/approachData were collected from 2,514 employees of a single financial services organization (1,962 women, 480 men) using anonymous questionnaires.FindingsThe majority of the sample thought their employer had done about the right amount. Women thought the firm had done less for women than men did; men thought the firm had done less for aboriginals than women did. Males more strongly endorsing backlash had longer company tenure and tended to be at lower organizational levels. Women and men endorsing backlash were then compared on a variety of work and organizational outcomes. Men believing the firm had done too much, and women believing the firm had done too little generally indicated less satisfying work and organizational outcomes.Research limitations/implicationsStudy needs to be replicated in other organizations using a different measure of backlash.Practical implicationsSuggestions for dealing with backlash are offered.Originality/valueExamines a relatively important but under‐researched subject.
Gender differences and job satisfaction: a study of university teachers in the United States
Authors: Okpara John O. , Squillace Michael , Erondu Emmanuel A. 
Published: June 2005

PurposeThe purpose of this study was to examine the effects of gender on the job satisfaction of US academics.Design/methodology/approachThe population for this study consisted of full‐time college and university teachers listed in the “Brain Track University Index Directories of the United States Colleges and Universities”. A sampling technique was used to select the respondents surveyed for this study. A total of 1,100 questionnaires were administered to respondents chosen from 80 universities. A total of 560 usable questionnaires were returned, giving a response rate of 51 percent.FindingsThe findings of this research show that there are gender differences apparent in the job satisfaction levels of university teachers surveyed for this study. Female faculty were more satisfied with their work and co‐workers, whereas, their male colleagues were more satisfied with their pay, promotions, supervision, and overall job satisfaction. Results also indicated that ranks were significant in explaining gender differences and job satisfaction of the respondents.Research limitations/implicationsThis research is delimited to 4 year colleges and universities. Thus, the results of this study cannot be generalized to 2 year and community colleges.Practical implicationsFindings of the study provides institutional leaders, university and college administrators, and human resources professionals with key information that would enable them to recruit, reward, promote, and retain women faculty. The finding would also enable the government address the issues concerning female academics.Originality/valueThis paper offers practical recommendations to higher education administrators and human resources professionals on how to enhance job satisfaction of female faculty. It also offers suggestions to how to maintain more balanced gender equity in higher education.
Female managers in Japan: early indications of career progression
Authors: Duignan René , Iaquinto Anthony 
Published: June 2005

PurposeAims to determine the self‐perceptions of Japanese female white‐collar employees regarding defined aspects of their work environment.Design/methodology/approachThe sample consisted of Japanese workers employed in Japanese and foreign (US and European) financial services companies. The self‐perceptions were tested and compared: directly with the self‐perceptions of male counterparts, and within an exclusively female sample divided into two subsets of Japanese and foreign companies operating in Japan.FindingsResults show that despite recent employment system changes, clearly segregated gender roles persist in the Japanese workplace with female employees reporting significantly lower self‐evaluations of their training‐received, future prospects and understanding of operations than their male counterparts. However, when female results are subdivided by national origin of their company, Japanese women employed in foreign companies show significantly higher self‐evaluations of training‐received, future prospects than their female counterparts employed in Japanese companies.Research limitations/implicationsTo eliminate cross‐industry interference and erroneous differences the research focuses exclusively on the financial securities industry. Therefore, the results cannot be generalized to other companies operating in other industries in Japan.Practical implicationsThe results suggest that foreign companies are providing a higher degree of gender empowerment and offer important early insights into the hiring, training and creation of a new cadre of female white‐collar workers in Japan.Originality/valueThe study extends research into understanding issues surrounding female white‐collar workers in a period of great change in Japanese companies and society itself.
Institutional change in the corporation: the new social charter
Authors: Wilson Ian 
Published: June 2005

PurposeTo analyze the extent of, and the reasons for, institutional change in the private corporation.Design/methodology/approachThe paper identifies seven “new rules of corporate conduct” which, in total, represent a radical change in the social contract between society and the corporation. It then speculates about future changes in corporate purpose and governance.FindingsA central feature of the new corporate charter is that it is likely to entail a redefinition of the relationship between profit and corporate purpose. The purpose is service to society (i.e. serving social needs), while profit provides the means, motive and measure.Originality/valueThis paper provides the basis and rationale for moving the corporation from “profit‐as‐purpose” to “service‐as‐purpose” as the organizing principle for its strategies, values and actions.
Seven secrets of transformation
Authors: Cebrowski Arthur K. 
Published: June 2005

PurposeTo offer seven guides to institutional change.Design/methodology/approachThe Director of the Office of Force Transformation draws on his experience in transforming the US military to offer seven guides to institutional change.FindingsThe seven guides are as follows: some major changes are inevitable and should be noted as such; having a good forecast ahead of others is of little use if they are not ready to acknowledge it; future trends must rely on data‐free research to some extent; it is possible to use the media for your purposes by focusing on pivotal ideas they like to promulgate; to change institutions requires changing their culture, which in turn requires changing carefully selected values and symbols; transformation demands not only creative imagination but the hard work of implementation; and look for those crucial tipping points when achieving a critical mass can swing dramatic changes quickly.Originality/valueOffers an experience‐based insight into the world of organizational transformation.
From organizational to institutional change
Authors: Inayatullah Sohail 
Published: June 2005

PurposeTo provide a futures‐oriented perspective on institutional change.Design/methodology/approachPresents methods and case studies of attempts to engage in institutional change. An international authority on future studies draws on his field to provide a futures‐oriented perspective on institutional change. This perspective includes the use of futures tools, strategy, capacity building, the central role of memes, emergence of self‐organization, and the underlying role of meaning and symbols. Five case studies are used to illustrate these principles.FindingsOne company was struggling over its governing choice of institutional metaphor: the tortoise versus the hare. Another was caught up in treating hackers as good versus evil, but realized that they needed new concepts to grasp the frontier of cyberspace. A third case involved moving from developing a monolithic plan to forming self‐organizing groups of stakeholders that actually created a collective new vision. A city council was able to recognize the need to shift toward an innovative organizational structure. The final case challenged a group of mayors to adopt a “rainforest” model of cities that is inclusive, green, human‐centered.Originality/valueMapping, understanding and transforming the “myths” discussed in this paper are crucial for the move from individual to organization to institutional change.
Factors that impact United States retailers' expansion into the international marketplace
Authors: Maharajh Lisa , Heitmeyer Jeanne 
Published: June 2005

PurposeThis research investigated the foreign expansion of US‐owned retailers into the Latin American markets of Mexico, Argentina, Chile and Brazil. The purpose of this study was to determine how important the following factors were in a retailer's decision to establish a presence in Latin America: political and economic stability of the country, retail market size and growth, real estate issues, government regulations in terms of types of entry modes, customer base or target market, competition, and technical feasibility. This study also determined if there was a significant difference in these factors for US‐owned retailers who were interested in international retailing and US‐owned retailers who were not interested in international expansion.Design/methodology/approachData were gathered via a questionnaire administered to vice‐presidents of the international development division for US retail companies.FindingsFactors determined important for a retailer's decision to expand into an international market were political and economic stability of the country and the size of the retail market. The least important factor was the technical feasibility. Retailers interested in expansion into Latin America and retailers not interested in expansion into Latin America did not score the factors significantly different.Originality/valueThis study identifies factors important for expansion into the international marketplace. Success in these ventures is necessary for the economic well‐being of the retail industry.
Patterns of strategic adjustment in the US textile and apparel industries since 1979
Authors: Kilduff Peter 
Published: June 2005

PurposeThe paper seeks to explain the pattern of strategic responses by the US textile and apparel industries to changes in their business environment since 1979.Design/methodology/approachThe study is based on a literature review and interviews with officers from leading US corporations, government agencies and trade associations. The approach examines strategic responses to environmental change. The study takes a macro perspective to permit an understanding of the forces operating at the industry level.FindingsShifting market requirements, intensifying international competition, powerful retailers, and rapid technological change have confronted the US textile and apparel sectors. In responding to these, companies have developed more creative, change‐seeking business cultures, and more flexible operational arrangements. However, both industries have exhibited change‐resisting characteristics in their responses. Many companies have been forced into bankruptcy. Today both industries are radically different, in terms of their strategies, business scope, technological intensity, organizational structure, and supply chain relationships.Research limitations/implicationsThe paper provides a generalized perspective on the broad thrusts of strategic changes across the two sectors. Further work could develop this analysis at a micro level.Practical implicationsThe paper highlights the need for US companies to develop more change‐seeking business cultures, more flexible operational arrangements, an international orientation and a sharper business focus.Originality/valueThe paper provides a long‐term, systemic perspective on strategic responses to environmental change at the industry level. It has policy‐making value to practitioners and government agencies, and instructional value to teachers and students.
Enhancing international dimensions in apparel and merchandising curricula in the USA
Authors: Yu Hong , Jin Byoungho 
Published: June 2005

PurposeFor many years, the textile and apparel industry has been on the forefront of globalization. To prepare students in the global business environment, this study seeks input from the US business communities and provides suggestions for enhancing the international dimensions of the apparel and merchandising curriculum in the USA.Design/methodology/approachTwo sets of data were collected and compared: the general data were collected from various business sectors via telephone interviews, and the product‐specific data were gathered from US apparel manufacturers using a modified Dillman's mail survey method.FindingsResults indicated that the most important benefit of doing business internationally was expanded market, while the obstacle identified most often was cultural differences. The study also found that understanding (i.e. cultural/business practice differences, etc.) is more critical than application or competency (i.e. specific skills) for college international education and that taking general and product‐specific approaches is most efficient to enhance international dimensions in textile and apparel curricula.Practical implicationsPractical implications discussed were: first, international education in the textile and clothing field should be developed with a strong focus on small businesses; second, the international dimensions of apparel design, production, and merchandising curricula should be developed using a region‐specific, rather than a “one‐fits‐all” approach; third, students in the textile and clothing field should be fully prepared in “understanding”, rather than in “application” or “competency”; and fourth, educational modules that help the students better understand international markets should be incorporated into curricula.Originality/valueWe hope this report raises attention with regard to why and how international dimensions can be incorporated into instruction. Based on this report, we expect more practical and innovative international education dialogues to begin.
Three‐dozen knowledge‐sharing barriers managers must consider
Authors: Riege Andreas 
Published: June 2005

PurposeKnowledge sharing is the corner‐stone of many organisations’ knowledge‐management (KM) strategy. Despite the growing significance of knowledge sharing's practices for organisations’ competitiveness and market performance, several barriers make it difficult for KM to achieve the goals and deliver a positive return on investment. This paper provides a detailed review of current KM and related literatures on a large number of possible knowledge‐sharing barriers with the purpose of offering a more comprehensive and structured starting‐point for senior managers when auditing their organisation's current knowledge base and knowledge‐sharing requirements.Design/methodology/approachThis article reviews and discusses over three dozen potential knowledge‐sharing barriers, categorising them into three main domains of recently published works: individual/personal, organisational, and technological barriers.FindingsThe extensive list of knowledge sharing barriers provides a helpful starting point and guideline for senior managers auditing their existing practices with a view to identifying any bottle‐necks and improving on the overall effectiveness of knowledge‐sharing activities.Practical implicationsManagers need to realise, however, that a particular knowledge sharing strategy or specific managerial actions will not suit all companies and that there are differences to be expected between MNCs and SMEs, private, public sector, and not‐for‐profit organisations. As such, the implementation of knowledge‐sharing goals and strategies into an organisation's strategic planning and thinking will vary greatly.Originality/valueThe main discussion of this paper brings together a large range of knowledge‐ sharing barriers in an attempt to indicate the complexity of knowledge sharing as a value‐creating organisational activity.
Managing knowledge sharing in China: the case of Siemens ShareNet
Authors: Voelpel Sven C. , Han Zheng 
Published: June 2005

PurposeSince previous research has mainly focused on “how multinational companies generally practise knowledge management”, this paper seeks to suggest that very little is known of the particularities of knowledge‐sharing and knowledge management practice in the context of a specific country and culture.Design/methodology/approachIt uses an in‐depth case‐research approach focusing specifically on Siemens ShareNet in China. A total of 35 interviews have been conducted with executives, general managers, and line managers within different units at the headquarters as well as in China.FindingsKnowledge management needs to take the cultural dimension into consideration, as culture decisively influences knowledge‐sharing behavior. Potential for knowledge sharing in the emerging market of China is higher than one may expect, if the necessary adjustment to the cultural context can be made.Research limitations/implicationsThis research paper investigates a single case focusing on Siemens ShareNet in China. Thus, the findings may have limitations in their generalizability. Any future research needs to pay more attention to both “non‐monetary incentives” and “cultural impact” of knowledge sharing, as theses two issues are of particular value while so far largely unexplored.Practical implicationsKnowledge management officers are able to deepen their understanding of motivations and barriers of knowledge sharing especially in the Chinese context. The paper also demonstrates potentials for hands‐on improvements.Originality/valueThis study reveals that knowledge management needs to take the cultural dimension into consideration, as culture decisively influences knowledge‐sharing behavior. It also indicates that the potential for knowledge sharing in an emerging market such as China is higher than one may expect.
Social capital, knowledge management, and sustained superior performance
Authors: Hoffman James J. , Hoelscher Mark L. , Sherif Karma 
Published: June 2005

PurposeThis article attempts to begin the process of removing the cloak of causal ambiguity by examining the role that knowledge management has in the creation of the wide variety of competitive advantages found in some organizations. Specifically, this article aims to extend understanding in the field of knowledge management by examining how knowledge management can affect organizational performance, and by examining one possible determinant of an organization's capacity to manage knowledge.Design/methodology/approachReviews literature on resources‐advantage theory of the firm, social capital and knowledge management to propose ways within the organization to improve their ability to manage knowledge and achieve sustained superior performance. The paper is structured around the following constructs: resource‐advantage theory of the firm, social capital, and knowledge management.FindingsDescribes the relationship between social capital and knowledge management and how both help organizations achieve a sustained superior performance within the market. Suggests that organizations with high levels of social capital have more knowledge‐management capabilities than organizations with low levels of social capital.Research limitations/implicationsThis article extends prior research of knowledge management by proposing how social capital can positively impact the ability of organizations to manage knowledge.Practical implicationsSince resources within all businesses are relatively limited, and particularly so when the business is small relative to its competitors, the revelation that social capital can lead to more effective knowledge management makes the decision to support and nurture social‐capital development much more credible.Originality/valueBecause there is no existing literature that has examined the relationship between social capital, knowledge management, and organizational performance, this paper provides a foundation for future studies that examine the relationship between social capital and knowledge management.