DOI
string | abstract
string | title
string | author
list | URL
string | year
int64 | month
string | vector
unknown |
|---|---|---|---|---|---|---|---|
10.1108/01435129710176742
|
<jats:p>Contends that the management of information services should consider the pricing of information products as a challenge which demands an understanding of economic principles. Illustrates the range of ideas and tools economists offer for the practical development of a price strategy for information products. Uses three scenarios to demonstrate the formulation of different pricing strategies for different information products. The information products used as examples in these scenarios are a CD‐ROM database, a training programme and a report on the involvement of mechanical engineers with the Reconstruction and Development Programme in South Africa.</jats:p>
|
Pricing of information products: three scenarios
|
[
"Spingies V.H. ",
"du Toit Adeline S.A. "
] |
https://doi.org/10.1108/01435129710176742
| 2,002 |
July
|
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|
10.1108/01435129710183663
|
<jats:p>Provides an update on a project at the University of Wales Bangor, reported in an earlier issue, to ensure that books on reading lists are available in the library, that missing books are replaced, and that newer editions are purchased when available. New aspects of the project are described, improving staff co‐operation by interrelating this work with the selection of short‐loan material and improving student access to books by using a course code as an OPAC enquiry. Describes the problems encountered which are likely to be of relevance to other libraries. Compares the overall results with the earlier report showing substantially improved provision as a result of four years of the project.</jats:p>
|
The provision of recommended reading in an academic library
|
[
"Sherwood Karen ",
"Lovecy Ian "
] |
https://doi.org/10.1108/01435129710183663
| 2,002 |
July
|
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|
10.1108/01435129710190700
|
<jats:p>Examines the prominence of information technology in the strategic and “vision” statements made by government, and reviews the role of IT in the various initiatives under way. Considers the implications for the public library service and draws on research evidence obtained by the Aslib <jats:italic>Review</jats:italic> of the public library service in England and Wales. Elaborates on the reasons which illustrate that there is now a fundamental change in the way IT is enabling end‐users to utilize information. This has altered public perceptions of the public library service. Considers the argument that, unless libraries participate fully in the current revolution in communications technology, there is a danger the service might be “marginalized”. Compares IT initiatives in the UK primarily with Singapore and Europe. Draws the conclusion that there is much that is already being done in the UK but there remains a danger of not being able to provide a fully effective service to all if the public library branch network continues to be diminished by budgetary constraints.</jats:p>
|
Strategic turbulence in the public library service: vision and reality
|
[
"Murray Ian "
] |
https://doi.org/10.1108/01435129710190700
| 2,002 |
July
|
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|
10.1108/01435129810198611
|
<jats:p>The academic support service provided by the library is critical to the attainment of the University’s central mission of teaching, research and service. This paper contributes to the quest for appropriate approaches for the training and development of academic librarians to ensure that the important role assigned to the library is fulfilled. It discusses schemes available in Ghana for equipping academic librarians with the requisite training and skills to enable them to fulfil their roles efficiently and effectively. In the process, a number of important issues such as training needs assessment and responsibility for training receive attention. Recommendations are made for more structured, consistent and systematic training and development programmes for academic librarians in Ghana.</jats:p>
|
The training and development of academic librarians in Ghana
|
[
"Effah Paul "
] |
https://doi.org/10.1108/01435129810198611
| 2,002 |
July
|
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|
10.1108/01435129810218519
|
<jats:p>Considers the problem of Russian library managers facing the information age. The author reflects on her nine years of management experience of a large institution during a difficult period. The Russian State Library is moving from a totalitarian past to a democratic future. The problems touched on include preparing staff for change and innovation, the differences between leaders and managers, and the new managerial culture introduced by the Internet, which implies decentralisation and self‐management. The article will hopefully contribute to worldwide discussion about the library’s role in the information society and help managers to prepare the ground for transition.</jats:p>
|
The information society: a new challenge for management
|
[
"Ershova Tatiana "
] |
https://doi.org/10.1108/01435129810218519
| 2,002 |
July
|
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|
10.1108/01435129910251575
|
<jats:p>Presented at the SCANUL‐ECS Conference held in Kenya 23‐26 July 1998. Examines the opportunities of information technology (IT) in improving access, transfer and use of agricultural information in the rural areas of Kenya. This paper has used the term “information technology” to include CD‐ROM, computer networks, desktop publishing, interactive video, packet radio, expert systems, geographical information systems and satellite communications. The methodology adopted by the study was the use of case studies of the organisations and institutions that use IT in disseminating agricultural information to the rural population in Kenya. The study was limited to agricultural information. The information technologies examined include CD‐ROM, computer networks, video and desktop publishing. Highlights the advantages and limitations of IT in disseminating information in the rural areas of Kenya. Among the factors that make IT relevant for rural development are vast storage, fast and inexpensive communication channels, links between different media, easy and enjoyable use at comparatively and steadily declining costs. Concludes that for IT to have more impact on rural development, it should be needs driven, rather than technology driven. This can only be achieved if the needs of the users are placed at the centre and appropriate technologies adopted.</jats:p>
|
An analysis of the opportunities for information technology in improving access, transfer and the use of agricultural information in the rural areas of Kenya
|
[
"Kiplang’at Joseph "
] |
https://doi.org/10.1108/01435129910251575
| 2,002 |
July
|
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|
10.1108/01435129910276217
|
<jats:p>Everyone needs milestones in their lives and the millennium provides one, whatever we think of the event personally. Librarians and information workers are facing major changes as this date approaches. Despite having little history, the skills of the professional will be crucial in managing the exponential explosion of information and creativity. The needs of users will focus as much on leisure as academic study, which may be a challenge to some people. Libraries will be points of access, not physical collections which require different psychology for users and professionals alike. The costs of information provision may need to be moved from the institution to the user, with special provision for those with particular social needs. This raises social and ethical issues. The millennium has a spiritual dimension, which may require many people to question the direction in which the profession is going.</jats:p>
|
Waiting for the millennium: some thoughts on being elected President of the Library Association for the year 2000
|
[
"Cornish Graham P. "
] |
https://doi.org/10.1108/01435129910276217
| 2,002 |
July
|
"AsxcXgimH/4hRdP110i9wVPnV8VUt/MhZn8/RhH8tvDmsAsRw8xJhz4DOyvyaanqGo69XbUcCu8uVk4o0wKIDv2UBcT0HGCMipTyJJg2I/WVaTXyImCMPhCP/IKsBAaNJbs/l+gUx/93VJcnHoLGo0/aTCt/w4KwCutSTzsTb3k="
|
10.1108/01435129910291184
|
<jats:p>Reports a survey of 86 organisations which have a strong information component, in Botswana, with the objective of determining the types of information‐related activities they perform. The study also aimed to ascertain the possibility of employing librarians trained at the University of Botswana. The findings revealed that a number of the organisations’ information‐related activities could be handled by librarians; however, the organisations seem to prefer computer scientists, information scientists and accountants. The study concluded that the department should revamp the curriculum in such a way that it will enable the products to function effectively in these organisations.</jats:p>
|
Librarians and the emerging information market in Botswana
|
[
"Aina L.O. ",
"Moahi K. "
] |
https://doi.org/10.1108/01435129910291184
| 2,002 |
July
|
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|
10.1108/01435129910291247
|
<jats:p>The film Storm Center was released in 1956, featuring Bette Davis as a librarian in small town America. The narrative is a parable of anti‐communism in the McCarthy era where the town council tries to remove a book on communism from the library. The librarian opposes this and is fired. The details and consequences provide a rich framework for a discursive approach to the text. A discursive approach is chosen because of the film’s extensive use of thematic oppositions around the central concern of censorship and freedom of information. A number of discourses are briefly explored including: femininity; the individual and the group; emotion and scientific rationalism. Concludes that qualitative work in library and information studies might benefit by considering the type of questions posed by discourse theory, as outlined here.</jats:p>
|
<i>Storm Center</i>: a discursive approach to constructions of library workers
|
[
"Kerslake Evelyn ",
"O’Brien Ann "
] |
https://doi.org/10.1108/01435129910291247
| 2,002 |
July
|
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|
10.1108/01437720010319453
|
<jats:p>The process industries are particularly vulnerable to plant, process, and product failures. They are also interested in reducing labor costs and improving the efficiency and manpower utilization of the maintenance labor and supervision. This article suggests the utilization of data envelopment analysis (DEA) as an objective optimization approach for the comparative efficiency evaluation of the maintenance sections of a maintenance department. An example is presented with real life data from a local petrochemical company to demonstrate the application of the method. Comparative efficiency scores indicate that the petrochemical company could reduce the number of staff and supervisors in a number of maintenance sections or, alternatively, improve their outputs.</jats:p>
|
Optimization of staff numbers in the process industries: an application of DEA
|
[
"Al‐Subhi Al‐Harbi Kamal M. "
] |
https://doi.org/10.1108/01437720010319453
| 2,002 |
July
|
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|
10.1108/01437720010331062
|
<jats:p>This study examined human resource managers’ knowledge of HIV transmission, their attitudes towards employing persons living with the human immunodeficiency virus (PWHIVs) and disclosure of HIV‐related information. Results indicate that respondents were generally knowledgeable about the transmission of HIV and viewed the employment of PWHIVs as having adverse organisational consequences. With respect to disclosure of HIV‐related information, findings suggest that generally respondents felt that employers should have access to health records of persons infected with HIV while they were more ambivalent about the issue of revealing such information to co‐workers of PWHIVs. Implications of findings for organisations are discussed.</jats:p>
|
HIV and the workplace
|
[
"Lim Vivien K.G. ",
"Leng Loo Geok "
] |
https://doi.org/10.1108/01437720010331062
| 2,002 |
July
|
"iEwMfAjB8pbAAPf/j2htv2L/UQN1t7eCYlxiXpX/9PzF8RhYcsBcy2SGImqV0aXrWM/8hLnsnIMMlugP4mX4lXm0KqW9nXDsijNgoJo2P/S7DZThIoKKN+AEL17OBCKJqNs9FciWp+hD3d2gCgdmAY0MGCt/3YPxQeL2reJXcjQ="
|
10.1108/01437720010336076
|
<jats:p>Aims to provide an analytical framework investigating the accumulation of human capital in an OLG framework characterized by a continuous interplay between human capital distribution and individual choice of accumulation. This leads to a wide variety of dynamics. Generally, more equal economies tend to accumulate a higher human capital but other cases are possible. The accumulation is characterized by bimodality or multimodality in the human capital distribution and by an endogenous poverty trap.</jats:p>
|
Multiple regimes in human capital accumulation
|
[
"Giannini Massimo "
] |
https://doi.org/10.1108/01437720010336076
| 2,002 |
July
|
"WPMYfQqGiL7gmpdXzViQWwXhQuZVk7XZUFd1fb/v5NzG0BhcokDp2z6KKu//oaTj2A5hA7+ECKmkZt054EDUBO2VGcI7zFCsijnuaD42tt2xCg3AspOoPhCI7kIOBY+Yhxs1v5SVhu1ixZ/5Rz/WA63rCCt3zYNgToLchbIaNqs="
|
10.1108/01437720010377675
|
<jats:p>Two issues have dominated the recent employment experience of the major industrial countries: first, the common rise in unemployment throughout the OECD; second, the diversity in the scale and content of that rise as between, on the one hand, the core of the European Union and Australia, and, on the other hand, North America. The growth and persistence of unemployment may be the result of the deregulation of global financial markets in the 1970s that has been followed by huge growth in short‐term capital flows. These flows have produced a significant increase in risk aversion in public sector and private sectors. This is the major source of deflationary pressures and persistent unemployment throughout the world. Those pressures could have been substantially mitigated if a key lesson had been drawn from the development of domestic financial markets – liberal markets are only efficient if they are efficiently regulated.</jats:p>
|
Unemployment: national policies in a global economy
|
[
"Eatwell John "
] |
https://doi.org/10.1108/01437720010377675
| 2,002 |
July
|
"cmkYfAqsOhpUopd3DUm1V1XZRMUX07HLZHdzaXX/9t3M0kpcJkLQiq6GAmt80KDrcCmpqD+UGK78on9d4mGdBNeUA+Q7xlGsnrqAKLpmNte1yQ7ioQGoLiCpvEI+ACeY15M9ExyVhd1iXZ/pFI9Wgu3s2Ct3bbNxCj/GlfqeNik="
|
10.1108/01437720210421286
|
<jats:p>Relies on cross‐sectional survey data from 1986 and 1993 to explain an increase in the ethnic Turk‐ethnic Bulgarian earnings differential in Bulgaria in the country’s early transition. Empirical evidence indicates that the ethnic Turks closed both the gap in the number of years of education and experience acquired during this time. Further, the Turks began to enter the growing commerce and transportation industries in the early transition. Shifts in the wage structure, however, favored the ethnic Bulgarians, and these changes outweighed ethnic Turk gains in the measured characteristics. In addition to these shifts, an increase in the overall level of inequality in the labor market punished those at the low‐end of the wage distribution, exacerbating the existing ethnic earnings differential. These results imply however, that the ethnic Turks are responding to market signals and if it continues, this trend will diminish the ethnic earnings gap.</jats:p>
|
Has the shift toward markets hurt ethnic minorities?
|
[
"Giddings Lisa "
] |
https://doi.org/10.1108/01437720210421286
| 2,002 |
July
|
"2GgRbiKEKx7wAqfXzUCVQ3Xdh+x0M5XJxFVxSP/v5NXG0AhdQuhu2r6GW8veULXrcMqvI7usSH3KJw15gVgyiEW8D+a6TFKsHrzyyf7mMs2zSQ7os5G1fZyt/FsPIDe4gus5nJqEhUzSzZ9oNh5Wk7yHiit3RZPwaHLGjLAaBjs="
|
10.1108/01437720210428379
|
<jats:p>This paper analyses the effects of both training and overeducation on upward mobility in the internal labour market, the professional market and the “supplementary labour market”. The latter segment can be considered as a broadly defined secondary labour market as it is not restricted to the low‐level unskilled jobs only. This broader definition – also found in initial segmentation theory – allows for the changed character of the secondary labour market in the industrialized countries. As expected, “career training” influences upward mobility positively. However, contrary to the predictions of segmentation theory, particularly in the supplementary labour market career training is a means of gaining promotion to a higher level job. Overeducation also affects upward mobility positively, which indicates that overeducation is to some extent a temporary phenomenon at the individual level. However, this also holds in particular in the supplementary segment of the labour market. The estimation results show that the supplementary labour market is less of a dead end than the segmentation theory predicts and is a more valuable place to get training than has been recognized. The supplementary market probably plays an important role in the transition process between initial education and the labour market. Although workers may be initially overeducated in their first jobs, a supplementary segment job could be an attractive step towards reaching a more suitable position in the labour market.</jats:p>
|
The effects of training and overeducation on career mobility in a segmented labour market
|
[
"Dekker Ron ",
"de Grip Andries ",
"Heijke Hans "
] |
https://doi.org/10.1108/01437720210428379
| 2,002 |
July
|
"6nsIPgumIjbQUJfd71iR6QXFAMYVE7HNxlV7adfv9NXm+BpcQkxMyj6GKyu+AKzr8B3tQpnMSC0qZ1wpwkQSiGu8mvUeTlGsmr9oCZJ2FtihCAzAM7KoPjmJ/EMPIC8Yn5sd/pacn0mixZtpAxfWst2PGit3VZPwKCLGnPMaLjs="
|
10.1108/01437729410061401
|
<jats:p>Examines the link between the institutional structure of the market for
training and economic performance. Suggests that the market for training
has a major potential for failure and that institutional structures are
needed to mitigate this. Outlines the main structures which have been
developed in different countries. Concludes that there is no single
institutional arrangement which is optimal but that countries performing
best internationally seem to be those which take the potential for
failure most seriously.</jats:p>
|
Market Failure, Institutional Structure and Skill‐formation
|
[
"McNabb Robert ",
"Whitfield Keith "
] |
https://doi.org/10.1108/01437729410061401
| 2,002 |
July
|
"klkZXgqmGprgWudXTQaRWwXvAMVes/PJZlV7dZfv9F3InEJdMsDI2i4GSm/UAqTj0Q6pC5OMCLnkIn7pQHXQhfOVGmGezl3siLtKeJr2PtCtiSUis6K4PZmJrsIsAoPY5IsV35iUk03iVGtjA592so3OWqh3RZPWTDfWlfOaJi8="
|
10.1108/01437729410065362
|
<jats:p>Analyses the role of the Treuhand in promoting inward foreign direct
investment, labour productivity and employment in the former East
Germany. Argues that the Treuhand should concern itself not only with
privatization but also with restructuring of the firms on its books. In
the absence of restructuring, privatization may only mean a mere
transfer of ownership without any improvement in the productive
efficiency of the firms. Concludes by arguing that the Treuhand should
promote management contracts between foreign firms and the firms on its
books with a view to enhancing the managerial and productive efficiency
of the firms.</jats:p>
|
The Treuhandanstalt, FDI and Employment in Germany
|
[
"Balasubramanyam V.N. "
] |
https://doi.org/10.1108/01437729410065362
| 2,002 |
July
|
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|
10.1108/01437729410074173
|
<jats:p>Sino‐foreign joint ventures have been the major form of foreign direct
investment in China since the economic reform in late 1978. Among the
many problems faced by the foreign partner of a joint venture, human
resource management (HRM) is one of the most often cited. Offers a
comprehensive review of the major HRM problems, namely recruitment,
dismissal, remuneration, labour discipline, managerial skills, training
and trade unions. In order to understand the nature of the problems
better, an effort is made to trace the origin of these problems back to
the former centrally planned economy and the Chinese culture. The
discussion covers the entire Chinese workforce consisting of both
workers and managers. Cites survey results and real life cases for
illustration. In addition to analysing the problems, offers some
practical solutions.</jats:p>
|
Human Resource Management Problems in Sino‐foreign Joint Ventures
|
[
"Tsang Eric W.K. "
] |
https://doi.org/10.1108/01437729410074173
| 2,002 |
July
|
"At4YbAjmNh64iNdXnxs5v2DtQqd9M/vmw1N5WJ/vNP3ElB8cWsLVyiKAOmo0gLTrkQ77DzPMgR+c96yNcUGLTPUeGOW6/1H+gnS8CJK2dtShrRSgwoLRN9ADPOIZBSGYitMRHdiHJ9hukJPhgi/WAoXHWit+RrHwBuPWt6NaVjk="
|
10.1108/01437729510085765
|
<jats:p>For nearly 20 years, equal treatment of men and women in the labour
market has been enshrined in British law. This was due to the twin acts
supporting this: the Equal Pay Act and the Sex Discrimination Act. There
were amendments in 1983 to allow equal pay to be claimed in comparable,
rather than identical, jobs. By the 1990s, therefore, pay discrimination
against women ought to have become a thing of the past. Investigates
whether this is so, taking evidence on men and women in their early 30s
at two points during this period.</jats:p>
|
Is pay discrimination against young women a thing of the past? A
tale of two cohorts
|
[
"Paci Pierella ",
"Joshi Heather ",
"Makepeace Gerry ",
"Dolton Peter "
] |
https://doi.org/10.1108/01437729510085765
| 2,002 |
July
|
"knsYbwDiIx6gAodxvUaV9xLFg8JVt6OrYtdbWz3vdvTm8EJRR0pskrIG6mtcULWpcY+1XhMshPfspud+8GUShe2cH6G8THiMmbWAKLomNvS9GQTAojQhNrggqmgfJDS4jus8GeQU791S1Z2l2ht2Cs1suo9/ZpjxSive5e5HBjo="
|
10.1108/01437729510085774
|
<jats:p>Examines the theory of regional equilibria in the presence of
endogenous migration, where net migration flows are determined by real
consumption wage and unemployment‐rate differentials. Provides a
theoretical analysis of market clearing and steady state concepts of
equilibrium and examines the impact on local demand of government
expenditure. Concludes that a natural rate input‐output model applies,
but that the system takes a long time to return to the equilibrium.</jats:p>
|
Migration equilibria/disequilibria and the natural rate of
unemployment in a regional context
|
[
"McGregor P.G. ",
"Swales J.K. ",
"Yin Y.P. "
] |
https://doi.org/10.1108/01437729510085774
| 2,002 |
July
|
"U/EYfwKkCxpYMod/7QGRUwP7dcNVN7D/0BdjbX9t9E3OUEpd5uDQX/6DKyv8wqTL8Ayhaz+OmPnYIh2rQGCsDuWNgeUwBlDuFLlief8mNp2FeQ/AI4ANLqCpKFIfBCWYg5odG56Mxt1ihZ9vFj5WI42PGIt3ZJHgYirMhLIKFmk="
|
10.1108/01437729510100776
|
<jats:p>Knowledge‐based systems (KBS) can help organizations to leverage
their professional expertise and manage their human resources. Considers
the introduction and assimilation of a new technology such as KBS in
your organization. Proposes five strategic alternatives: paving
footpaths – building the low road, building the high road,
building a road network, and waiting for the green light. Considers
their relative merits by using a case‐study methodology to examine
organizations that have followed each road. Relative costs, risks and
required resources are noted while the importance of a fit between a
chosen road and the existing knowledge structure is discussed.</jats:p>
|
Assimilating knowledge‐based systems: the roads to success
|
[
"Martinsons Maris G. "
] |
https://doi.org/10.1108/01437729510100776
| 2,002 |
July
|
"hvlcfomikv6gm/d91wmNowb1Ve9VM/PDZl1yTjfft9nNkBh9csBcGDSEs0nwwaTrM478Db0Immdbk8Ssa0SQhP2WIkG4y1SuDvg4pNA2d9ShOUZgMqKaI9qxvJirRJqYxpsVnXGFg0R2xBfpBvtykY3GTAlvwoPwDM9XwbcbdnU="
|
10.1108/01437729610119504
|
<jats:p>Results of the empirical studies on Libyan management practice generally, and MTD in particular, indicate that the administrative functions are practised and operated without effective methods, and away from acceptable standards. Libyan public companies have difficulty in identifying the training required for their employees, which has led to a common feeling among employees that they do not have enough training to enable them to perform their job properly. Furthermore, the decisions related to MTD activity are still dependent on personal relations, family ties, tribalism, etc. rather than on an established procedure. Focuses on the assessment of MTD needs and selection for MTDPs in Libyan industrial companies by finding out how these companies select their employees for MTDPs and the main ways and techniques used by the companies to perform this activity. Reveals that the approaches and techniques used by companies for selecting their employees for MTDPs and for assessing MTD needs depend mostly on indications of performance reports and on bosses’ and supervisors’ views. At the same time, surveyed and interviewed managers did not indicate any communication with the employees who are the basic ground for MTDPs. Identifies the difficulties and problems in MTD needs assessment and, therefore, allows readers to contrast Libyan management training and development practices with their own local counterparts.</jats:p>
|
Assessment of management training needs and selection for training: the case of Libyan companies
|
[
"Agnaia Almehdi A. "
] |
https://doi.org/10.1108/01437729610119504
| 2,002 |
July
|
"oF1YDQjiEr5RG5dVZ0oVg8bXVutes6HjRF062BfrtN3g2BgZVuZOSGqHKmP9UKTvMU/ZDLKMkJ9CZu2K8GR6BOkcG2SYj1C+irBsYNgmY9Sp/R7jEiOaNfgJv9bJBaq54tsVfJKV12zCjddtRoemoo/lGjnvUZK1HGPWhPcccjU="
|
10.1108/01437729610127640
|
<jats:p>Argues that performance management techniques and practices developed in US organizations cannot be successful in the developing country context to gain competitive advantage unless the issue of culture‐fit is addressed adequately. “Culture‐fit” can be ensured when managers adopt human resource management strategies to overcome the cultural constraints and build on the strengths of the socio‐cultural environment.</jats:p>
|
Impact of culture on performance management in developing countries
|
[
"Mendonca Manuel ",
"Kanungo Rabindra N. "
] |
https://doi.org/10.1108/01437729610127640
| 2,002 |
July
|
"1nncbAmitt6Qwsd1XWgdP3z35sNUs7fjYlF2cPP+t91EFRofYsJMWDKCs2vQQ6TrGY+sjDGImhdk8OxsYEzwIOUcF+G67FCsirsp6Jq2P9S5qRWpQgKYpsAxvoqZBqaYots1VdiVl+RO7E2jQm5Ggo2GEip3UpPxTHPWhDEeFjg="
|
10.1108/01437729610149312
|
<jats:p>Argues that although the four Nordic countries are commonly lumped together, given their historical ties, they show many differences. While all share a deeply rooted love of nature and solitude, the prevailing egalitarianism in these countries manifests itself differently when it comes to management or communication. Finland has the most autocratic management style but Norway, which shares a similar literary tradition has a very participative management style. While unions play an important role in Norway and Sweden, Denmark and Finland avoid collective bargaining and manage less democratically. The adjustments required by a Euromanager to adapt to the Nordic lifestyles are very demanding, requiring corporations to select and filter candidates seriously for any Scandinavian mission. Outlines the main characteristics of the people of the four Nordic countries, both on a personal level and in a work context. Compares and contrasts the management styles of the four countries.</jats:p>
|
Cultural adjustments required by expatriate managers working in the Nordic countries
|
[
"Tixier Maud "
] |
https://doi.org/10.1108/01437729610149312
| 2,002 |
July
|
"knhYfgikv9qguNX3S1i1f1vPV8B5E7dD5FFjTDP+/N2CcBp9U4DMGCyEMHP4krXr00r/z7GciMWkok6oYET+hOUZA4G+zVmsELjsaJ62NtWrXxWiQbKaPoy5vMocBTOYp9s1mZCFl01CHRdjFvdmAp3Gli3/UIOwaKfWxbCZRjE="
|
10.1108/01437729710186437
|
<jats:p>Notes that sizable workforce reductions have been commonplace in the US economy in the 1980s and 1990s. However, some employers have resisted the temptation to reduce costs through massive layoffs, believing that it is more advantageous to retain their employees than to terminate them. These employers have managed to minimize or even prevent layoffs by using a variety of strategies. Describes some widely used strategies and provides examples of companies that have implemented them successfully.</jats:p>
|
Minimizing employee layoffs while downsizing: employer practices that work
|
[
"Allan Peter "
] |
https://doi.org/10.1108/01437729710186437
| 2,002 |
July
|
"2uHQbIAiuhrQi5d3fSTVO3bl1cf1I7G/ZFNxKHPvtNVk1BIFNoBMiHaGm2v0grfrMA25iD2skK2Ism+tYHBahOWUEuG4xlmOnrghaNI2dtyh3waqMqLsLxyQ/hKNB8m5kts1PZiUllzexJ/mUq5Wos33nAt/VqHxSirfx/EXRl8="
|
10.1108/01437729810220419
|
<jats:p>In the post‐Second World War period, working and social life has been organised around the concept of a standard day and week with premium payments for work undertaken during unsocial hours. In recent years, this standard model for organising working‐time has been placed under pressure from a range of supply‐ and demand‐side factors. Greater female and student participation in the labour force has led to a fragmentation of working‐time preferences on the supply side. Employers, on the demand side, have also sought to dismember the standard working‐time model to eliminate premium payments for unsocial work and to achieve greater control and flexibility in the allocation of non‐standard working hours. Employer demand for this type of labour flexibility has been one of the central rationales for the decentralisation of industrial relations systems in Australia and New Zealand. This paper seeks to assess whether employers in the more deregulated New Zealand system have instigated a vastly different non‐standard working‐time regime from their Australian counterparts. The article concludes that there are only minor differences in the distribution of non‐standard working hours in Australia and New Zealand. This finding challenges the notion that the arbitration system is a major impediment to the organisation of working‐time. Rather, it appears that production and operational demands are the central imperative in the structuring of working‐time within firms.</jats:p>
|
Non‐standard working‐time arrangements in Australia and New Zealand
|
[
"Allan Cameron ",
"Brosnan Peter ",
"Walsh Pat "
] |
https://doi.org/10.1108/01437729810220419
| 2,002 |
July
|
"wlsYfAqivhrhGsf3T0+98QHFVs89s7PJa1dxQj/v9NzkMAIUfkJYijyEamt8xrTr8A2YDj+MFPzs4s6gwHESjP8YGMcc7lm0jLdowJo2Nt81GQ7i8Za6J7il7sAfBCeYh8McEciEz53axZZhUofyAo3MBC5nZJPwaCdelf+bHgg="
|
10.1108/01437729810233208
|
<jats:p>This paper is about the effects of unemployment on consumption behaviour through “job security” in Switzerland. Based on a behavioural model of consumption the paper establishes the links between job security and consumption empirically. In a second step, perceived “job security” as reported in the <jats:italic>Swiss Consumer Survey</jats:italic> is then connected with the labour market. The paper finds that the record high level of unemployment since 1991 has mainly caused the observed deterioration of the perceived “job security”. Two different scenarios of unemployment rates are then developed to show the quantitative effects unemployment had on perceived “job security” and finally through this measure of consumer confidence on consumption expenditures. In conclusion the unusually high number of unemployed have acted as a psychological shock to change the subjective assessment of “job security” to such a degree that significant changes in consumer behaviour have resulted. </jats:p>
|
The costs of job‐insecurity ‐ results from Switzerland
|
[
"Wolter Stefan C. "
] |
https://doi.org/10.1108/01437729810233208
| 2,002 |
July
|
"U+8YboqgIhpyELf/bWCXQ0XtReJXM7MH2h8jaXf/MNzusBJcC2BNizSGKmP+1LTrcAlxE5ueCL1LgkuZ4mRajUcUCeS+z1GenLriaPo2NpwlCgXCMzCuLuyrLEMeDDXYhbI9HtishE3yzN9hFpamM83tmC13YZPzTjLUhdEZZn0="
|
10.1108/01437729810233235
|
<jats:p>The present analysis concentrates on short‐term effects of unemployment, namely on the transition from unemployment to re‐employment. This empirical analysis estimates the post‐unemployment individual earnings using a double‐selectivity approach (unemployment risk and the re‐employment probability). The data used in this paper are taken from five waves of the <jats:italic>Swiss Labour Force Survey</jats:italic> which has been collected by the Swiss Statistical Office since 1991.</jats:p>
|
Does economic stagnation affect unemployed workers, even when re‐employed?
|
[
"Curti Monica "
] |
https://doi.org/10.1108/01437729810233235
| 2,002 |
July
|
"UfEYbArgMpr4BKf7XWOXSUX1RedXs7eLzBcj6RetdNTO8BIUaABI2jQGau/8lK6v4AnxWhuuGAzKo0uZ4mgaiUcVCcS+zlC+jLtAaPq2Jpineo/Cc5C0bXyBaEEeRLWYl7M9O9ycp02SRZ1lBwYmEo3ciit3AZP3airUhfIKcns="
|
10.1108/01437729810237178
|
<jats:p>The data from the Swiss Labour Force Survey (SAKE) have been widely used to estimate wage functions, which in turn have been applied for the determination of wage discrimination between genders. One serious problem with the SAKE data is that about 17 per cent of employed individuals did not report wages. Those studies which use the SAKE data to estimate wage functions simply ignore these non‐respondents. Such an approach could lead to a serious selectivity bias if the response decision is not purely random. In this study this issue is analysed in a double‐selectivity framework, in which both this response decision and the usual market‐participation decision are modelled. Although the response decision can be partially explained by certain socio‐economic variables, a large degree of randomness/unexplained variation exists. The authors therefore conclude that, in the absence of a better model, the standard approach at estimating wage functions (i.e. only correcting for the selectivity bias arising from women’s participation decision) is the most appropriate one.</jats:p>
|
Estimating wage functions and wage discrimination using data from the 1995 Swiss labour force survey: a double‐selectivity approach
|
[
"Henneberger Fred ",
"Sousa‐Poza Alfonso "
] |
https://doi.org/10.1108/01437729810237178
| 2,002 |
July
|
"U30IbwjgKprgBZd/7VKUewXNB+tXJ7PP1Fdx6D/vdNxOcBNdYwBMmjSGKmP+1Kzr8FuxchusCM3+Jnm94EVdgcsYCPS8zlOsnrngSLo2Ms29Oh/AI5KGHuwF6NgeBTWYzqM9PdiGrdmWxZ1zWweGKo2smi93UJPxbDrWhPIKNik="
|
10.1108/01437729810242253
|
<jats:p>Analysis of manpower demand is important not only at corporate level for corporate planning in human resource, but also at industry level for policy making in higher education. In this paper a regression model is built to estimate the industrial management (IM) manpower demanded by the manufacturing industries in Taiwan by using the reliable data of large firms. In forecasting, the manpower needed by individual firms of different sizes as well as by the whole industry for three education levels, namely, junior college, university and graduate school are estimated. The skill requirements of the IM employees as viewed by the industries are investigated. A three‐factor analysis of variance is conducted to detect differences among the disciplines, industries, and education levels. The results provide some explanation for the economic development of Taiwan. Since the methodology of this paper is very generic, it is readily applicable to other professions in other countries.</jats:p>
|
Demand for industrial management manpower in Taiwan
|
[
"Kao Chiang ",
"Tau Lee Hong "
] |
https://doi.org/10.1108/01437729810242253
| 2,002 |
July
|
"4PMofBruMpq4XNMXT2qR20TFQa+VN/Pnxw17KJ/vNv3FJBAdcshICD6EO2++QLbr4E65zJ2MiC0aYn2tYUTKAeWWGUS8zlmGGr1kaIomssWBKJ/ht7O/KNoX/NIcBa+Z9pMVvZCUh16CxJPhBhfmOo3kGqpvRpP1DA/WjPOaVjg="
|
10.1108/01437729810242271
|
<jats:p>Past studies on foreign corporate investment and wages hypothesize that by expanding into highly concentrated and highly capital intensive industries, foreign owners are better able to pay higher wages than their domestic counterparts. Our study tests this hypothesis by comparing the effects of domestic and foreign acquisition activity on union and non‐union wages. We find strong evidence supporting the ability to pay hypothesis. There is no indication of bargaining strength changing with foreign acquisitions, as such activity is not associated with larger union wage premiums. Union premiums, however, decline with greater domestic acquisition activity.</jats:p>
|
The effect of foreign acquisition activity on US union wage premiums
|
[
"Peoples James ",
"Hekmat Ali "
] |
https://doi.org/10.1108/01437729810242271
| 2,002 |
July
|
"2vPQLAjkthroJOd/yWOR+2TlwfYWM9Pa11NxaTnvVN3EEFFVViJInCqEGto+xL3r4EyjZVWkiSmsKx2p0GnCycUcFeUM7FieErH+SJImHs+1WQyh5xIwD/QY7soPBBfYjsMdH5qEjcRyhZflF4d1gp3H2gN315HwSCLfjOoaHxk="
|
10.1108/01437729910279171
|
<jats:p>This article presents an estimation of the incidence and the impact on wages of employer provided training in two countries with different legal systems concerning this type of vocational training, France and Britain. A selectivity bias correction method is used to estimate the real impact of training on wages. This shows that, if the selection in training processes are quite similar in the two countries according to the statistically observable characteristics, this is not the case according to statistically non observable characteristics. Our results show that the “less efficient” workers (level of education, seniority, experience, firm size … being equal) are more likely to be trained by their employers in France, which does not seem to be the case in Britain. We explain this result by the fact that the two countries have a different legal system concerning employer provided training.</jats:p>
|
Vocational training as a force for equality?
|
[
"Hocquet Lætitia "
] |
https://doi.org/10.1108/01437729910279171
| 2,002 |
July
|
"4HgELwjkEpqwIINR71WR62XFQMNVE7DPxndzbZ3tdFTG8EJRYsJM2i6GKvv81bTr8ByhfpmsCA2qNtupQEFSgcMeOuSfjluMmr1oaLo2PpyhGQ/Dp7CyP94IvFAcJRnYloMVPd6Uv0ii1Z9rE4fWM53snrt/bJL0Srr0jdIaFi8="
|
10.1108/01437730110380192
|
<jats:p>Analyzes mentoring as a learning forum for the accounting professional. Data collected from national CPA firms was utilized in the model development and hypotheses. This study examined how learning forums contribute to individual professional growth, performance and attitudes. Analysis of the model indicates that mentoring functions account for significant variance in job satisfaction, organizational commitment, intentions to leave, role ambiguity and job burnout. The analysis indicates that mentoring functions considerably influence socialization and personal learning. The research results highlighted the significance of the socialization process for accounting professionals within a CPA firm. Results of this study stressed the critical role of mentoring as a forum for individual learning. Accounting professionals who experience personal learning through mentoring relationships are less likely to leave the CPA firm since the socialization educates them to the firm’s goals, values and politics.</jats:p>
|
Mentoring and learning: the case of CPA firms
|
[
"Kleinman Gary ",
"Siegel Philip H. ",
"Eckstein Claire "
] |
https://doi.org/10.1108/01437730110380192
| 2,002 |
July
|
"kHhMXADGsryMqPP/SWqZzwXNwYZUs/PBJ11yeDF/tZ3muhEcOopdGPaGOwK0RaSLGg29VDG8yon+J2whkk8alGeVI+H6jkiOlrHhaaIyttm/CSWwMiC44RCN/tI8RHl9n9k0/1y0h0xmxJliT63Wk4/OXitnQZPeWO4XnPKQQvk="
|
10.1108/01437730210414553
|
<jats:p>This study investigated the validity of inspirational motivation as measured by the multifactor leadership questionnaire (MLQ). Two new factors were identified, namely image‐based and concept‐based inspirational motivation, and their relationships with the leadership outcome of extra effort were investigated. Implications for research and practice are presented.</jats:p>
|
Clarifying inspirational motivation and its relationship to extra effort
|
[
"Densten Iain L. "
] |
https://doi.org/10.1108/01437730210414553
| 2,002 |
July
|
"kxKcfgCglp6AUNVX3mqV34znR8bcs/MhZjV6pJP/df3m3Dk9C8xNmGIF62I1caSrXBr9nrKImJ4sNV6pxlhaKecUAeF7wUCuiLDkSNA2f4Wpiw2gUoGebyme/sIeRPuZjt1137uFh3jiQJlhzinGEA3M3i5vQYMuTEIWnLEfQjE="
|
10.1108/01437730210424075
|
<jats:p>Productivity and people maintenance values have traditionally been considered to contribute to leader effectiveness but the dynamics by which they have their effects have not been clarified. This study proposes that cooperative and competitive goal interdependence mediates the relationship between these values and outcomes. Working in organizations in Shanghai, China, 103 managers indicated their productivity and people values and 206 employees indicated their goal interdependence, leader effectiveness, and their commitment. Structural equation analysis suggested that productivity and people maintenance values affect goal interdependence which in turn results in leader effectiveness and employee commitment. Findings refine the theorizing by suggesting that leader values reduce competitive and independent goals but may not themselves strengthen cooperative goals. Results also suggest that leader values may directly induce employee commitment. The study’s findings and previous research were interpreted as suggesting that productivity and people values coupled with cooperative goals provide a foundation for effective leadership.</jats:p>
|
Production and people values: their impact on relationships and leader effectiveness in China
|
[
"Liu Chun‐hong ",
"Yu Zi‐you ",
"Tjosvold Dean "
] |
https://doi.org/10.1108/01437730210424075
| 2,002 |
July
|
"MppYTQimFv6giMVXH2vR7zzvR6RWE/nhbhF7jJf/Nd2mnRkdWsJNGDKGKmCxR6Tr2BxdBz2cyBdspdyq8ENZDO8UC+C73kGmCHTsqJM2MsWxKwWgU4KZfhidvMLfBSmZnts1v9KWV+RmxNdhVjtWAo3OnilnYYMoTiNWp/kaQhE="
|
10.1108/01437739010135277
|
<jats:p>What triggers organisational change? A recent UK survey of 200
companies suggests that the trigger is more likely to be a crisis than a
positive response to a perceived opportunity, or in order to pre‐empt
threats. The observed change initiatives did, however, follow current
wisdom associated with total quality management perspectives, and
customer awareness. A minority of the changes focused on “siege
mentality” strategies, slimming the company to its barest core.
The authors conclude by asking whether UK companies have the courage,
while dealing with present crises, not to destroy the
“excellence” path to a profitable long‐term future.</jats:p>
|
Triggers for Change
|
[
"Beddowes Peter ",
"Wille Edgar "
] |
https://doi.org/10.1108/01437739010135277
| 2,002 |
July
|
"knRYTAAidP5AgNd3l2iVw0bHR8XUN7PrZlsWZbP98vll0BpUGopNHXaGskP0EKejVo+MCDMskFfI8Ustx+FIROWUKaG57VG2gLPxoJE2NNyl2UTiAACLY5irvoiPRubYp/M1X/iWBwxW0A8hBjIUko/H+q11WYKwCOtWjfAdZjw="
|
10.1108/01437739410050088
|
<jats:p>Briefly examines the organizational context of the clinical director in
the NHS. Utilizes theoretical contributions from cultural, symbolic,
political and postmodernist perspectives and applies these to the
experience of clinical directors. Discusses the importance of
understanding individual subjective views of meaning as represented in
purposive/cognitive maps. Concludes that the clinical director should be
able to diagnose the subjective views of organizational participants as
a basis for understanding individual/group behaviour.</jats:p>
|
Organizational Analysis:
|
[
"Willcocks Stephen G. "
] |
https://doi.org/10.1108/01437739410050088
| 2,002 |
July
|
"ClxcbAjCMt5Aotd3/2mdbyHnU8VWM6OhZlcSThN+59xC0Bu9IsNdGGaHMmmwAaSrWl7fnyOM0jcssm4pwNJYhPGUAyC/51CsALBIZJkyN/GlSBShAqyKbqK9voqdRhqd5ds3ufS2g63u2NbnRtlWE02E3i3/SaGwCfsURXGfOjQ="
|
10.1108/01437739410055326
|
<jats:p>Diversity‐based intervention strategies require congruence with the
culture of the client system. Achieving congruence demands the
questioning of topic definition, method of implementation, programme
content and the stated bottom‐line intent of the programme.
Practitioners are advised to introduce the subject of managing
differences in the workforce in a manner that initiates change in the
client system without bringing about rejection. The preparation of the
system for such an intervention and the strategic design of
diversity‐based programmes can lead to a corporate environment that
fosters benefits to both people and profit. Discusses the content of
training for workshop facilitators and the role of process consultation
skills when conducting managerial workshops on diversity. Practical
guidelines address the importance of organizational readiness,
co‐facilitation, client‐ownership, confrontation and management of
small‐group dynamics. Suggests that consulting psychologists enhance
organizational understanding of diversity by incorporating research on
person perception, small‐group dynamics, managerial styles (and other
individual differences), and work design – human differences interaction
with issues of stereotyping in applied organizational settings.</jats:p>
|
Managing a Diverse Workforce
|
[
"Diamante Thomas ",
"Giglio Leo "
] |
https://doi.org/10.1108/01437739410055326
| 2,002 |
July
|
"k1xMTQGisvbAqtf3XSjdy2z1xcFUk/PDfl1yIBf+tt3g+FJMc8hNHjaGOoOxQaTnGh6EjDusnA2q9twlUEDIlGUcp+W4p3imivRo4JC2etGZqVShUCSqd4mw/pqNJSpd9ds1PPCWhw1G3JPmRuUCgq+G2yl/RYL0XNt3jVFbFhQ="
|
10.1108/01437739410066504
|
<jats:p>Introduces a new model of the “management of innovation” process,
especially as it applies to the complex environment of engineering based
new product development programmes. A review of previous attempts at
modelling the management of innovation concludes that such models are
becoming inadequate in view of the increasing complexity and changing
conditions now influencing the innovation process. Addresses the
question “can innovation be managed?” by looking in detail at the
innovation process. Uses current ideas on managing complexity and
chaotic systems to develop a recursive model, which, from its wedge‐like
shape, is termed a “sphenomorph”. A hierarchical collection of
sphenomorphs combine to form a complete innovation process. Further,
each sphenomorph comprises four distinct stages, each requiring a
different management style for success. Considers the need for adaptive
managers, capable of dealing with all four stages of the innovation
process, and reviews methods whereby such management characteristics may
be identified and encouraged through appropriate training and
development.</jats:p>
|
A Sphenomorphic Model for the Management of Innovation in a Complex
Environment
|
[
"Barclay Ian ",
"Holroyd Philip ",
"Poolton Jenny "
] |
https://doi.org/10.1108/01437739410066504
| 2,002 |
July
|
"guMAToOiMt7gmNd/X2ndUUbvRMNzk+PfQg1yPFf+pdnAVFLNWsDMFi6GuWGwQqTjUA/VrTGM2I9C0n+tcUdc5O0UgkS6z9yskr/2KPgyNt2BaRwAkoKKKtip/JyIBQ6J3vs117KWBfxOUZN1ArPGio/KTilvU6MwBmPU1XSaFjo="
|
10.1108/01437739510089067
|
<jats:p>Examines the organization as a system of interrelated competences.
Argues that strategic development, rather than following on the making
of product‐market choices, might be better achieved through the
measuring, improving and monitoring of a range of critical competences.</jats:p>
|
Strategy evaluation in powerful environments
|
[
"Richardson Bill ",
"Thompson John "
] |
https://doi.org/10.1108/01437739510089067
| 2,002 |
July
|
"Av9cXgqiuPqAitV312sVe8bnUsR1M/PhflFyaxPu95xkEFqdWoBNGXKEe2lwAKSjEE70TTGMjBcm+mQtYUxIJPWUm+K6712sivpAoNF2P/Cp2RSgEyKaY5h1vIovRp2Z19sVP7q0k01C1MfxA7fWgo3G2il/UYAwDPZV2Z0YNjc="
|
10.1108/01437739510097987
|
<jats:p>Presents some millennial thoughts on the appropriateness of the
nature of work and organizational life in a future we can only sense
rather than predict. It seems that it is of critical importance to
question the core paradigms with which organizations and society
currently identify. On this assumption, organizations will have to
experience paradigm shifts that encourage them to view themselves as
part of an interconnected, social and ecological network and take these
aspects into account in the strategic management process. In order to
achieve this, they will need to develop a clear, inter‐generational
world view of corporate and social responsibility and accountability in
terms of understanding, applying and controlling progress and its
associated risks. Concludes that we can no longer make assumptions about
the future or manipulate infinity; a sustainable reality will
essentially be dependent on how responsibly we interpret and implement
progress in the strategic management process.</jats:p>
|
Infinity goes on trial: the imperatives for a sustainable reality
|
[
"West Penny "
] |
https://doi.org/10.1108/01437739510097987
| 2,002 |
July
|
"UsZcXACiNv6Amtf1T2mxW0TfU8BVM7PxYhV2QJL/ttnE0Rs9WgxJUy6EHmvwQaSjGEx8rLUMkucs600twt1YBP+Uj4W7b2msgLE46Ne2N/SlaRTgEiiufhiZ/oqNBo+dB/k1l2C0h+1mxN9x07vWiw/G1il/QYMwDOIXdfgaHjE="
|
10.1108/01437739510100900
|
<jats:p>Presents a study of correlates of divergent vision within, and
sensitivity to internal issues by, top management teams across an
eight‐country sample of 2,514 top managers. The outcome reveals their
importance as well as remarkable similarities. Findings relate, among
others, to organizational issues ignored, business consequences, and
satisfaction. These highlight the “culture‐free” importance
of both the internal and external roles of top management.</jats:p>
|
Correlates of internal and external leadership of top management
teams
|
[
"Kakabadse Andrew ",
"Timothy McMaho J. ",
"Myers Andrew "
] |
https://doi.org/10.1108/01437739510100900
| 2,002 |
July
|
"A1BITAjiNv6gCNd3XSjVP0TnR8fcM/fhZldyRDf/993kWRs/U0JMWSKGMmc0AbXjGF7qDjGciJdsulwJ9EjohOeUD6G6rlWuArjrIJE2Mv2haRyoUACaJ5gVvIiPRe+Yp9E1/fisAwxOzINhTq1Wgp3H2i9/0YE4CLMWlXFdQjQ="
|
10.1108/01437739610105995
|
<jats:p>The first in a series of two articles, traces the saga of the organizational culture literature from the organization development model through to the recent interest in total quality management, forming a link between the three concepts. The literature has, at various times ‐ and sometimes concurrently ‐ defined the concept of culture, prescribed methods of study and diagnosis, discussed the possibility of culture change and often prescribed change methods, recommended methods to evaluate the extent and success of change and, most recently, looked at the part culture and culture change play in achieving total quality through the medium of total quality management. With few exceptions, the notion of managerial control is not addressed. Argues that, while TQM had separate origins from the culture movement, the two fields have converged recently with the idea that to achieve “excellence” and “quality”, it is necessary either to change or work with the culture of an organization. Reviews the literature concerned with defining the concept of culture itself and recommended methods of study, diagnosis and measurement, themes that occur predominantly in the early literature.</jats:p>
|
The organizational culture saga ‐ from OD to TQM: a critical review of the literature. Part 1 ‐ concepts and early trends
|
[
"Lewis Dianne "
] |
https://doi.org/10.1108/01437739610105995
| 2,002 |
July
|
"gtVYfIgmttqQiPd3fWiV60b3xtV0E7djYlF2VJH/5v3uBBsfW4BNWWKGukvUEKXjEA9djTOsyNfk+Wgs9EQ45O0UA6G6rVGkgbW6oMF2N9Wh6Z2gwyKO65g8vI6NR6/Y7cM1nOCXhi1O3MugRqo2go/GWg1/U4C0BH5W7NEaVhY="
|
10.1108/01437739610111187
|
<jats:p>Discusses British Rail’s (BR’s) organizational transformation during the 1980s and in particular the position of R.B. Reid, chairman of the British Railways Board (BRB) during that period. As a career railwayman, Reid was an atypical choice to chair the BRB. Considers how Reid brought his professional knowledge and experience to bear in carrying through arguably one of the most fundamental processes of change and organizational development that BR has experienced in the past 40 years.</jats:p>
|
Organization development and leadership: R.B. Reid and the dynamics of success
|
[
"Barlow Graham "
] |
https://doi.org/10.1108/01437739610111187
| 2,002 |
July
|
"rGlIXoHmOjrAEsd3T2u5IwbvB4d3E/MjZ1NyZ1f/oNnBkFpVP0HMGCaG9yk0gLXjBw/dnDOomNXoc+8I0HEKxuWWgeAyhXG/irVEOEQmPmKh2YTiAaCOP5iyvqo/BDKd4Psxn0iT131CwBGkBq4ikt3kmo9uYZB0CVbfhboTVjA="
|
10.1108/01437739610127478
|
<jats:p>Bruce Lloyd of the South Bank University reports on an interview with Professor George S. Yip, author of <jats:italic>Total Global Strategy: Managing for Worldwide Competitive Advantage</jats:italic>. Argues that managers must analyse their industry and identify the specific drivers that affect their operation and development. Leads to the identification of a number of global strategy levers: global market participation; products (global products, or local products); location of the value chain; marketing strategy. Explores critical success factors: a combination of traditional concepts associated with building and maintaining a competitive advantage and creating global capabilities and a global network that can tap into the best resources and expertise available around the world, as well as knowing how to pull it together and use it effectively. Maintains that the greatest challenge for management education all over the world is how to reconcile theory and practice. You must understand what you need to learn, then develop the capability actually to learn it.</jats:p>
|
The outlook for globalization
|
[
"Lloyd Bruce "
] |
https://doi.org/10.1108/01437739610127478
| 2,002 |
July
|
"0tbcXBqmvn6gyNd3nUiRWRbvxkZ2J7Pzdl06Ybf/t93ElECdUsPIGi6GK2P1A6Tr0I79iTGMnD8MMS0tcEzIJvWUF+CY/lmsgvPoqJi2PdyhKQygU6KoKdiproieRr6YRds9v7rRl+xC1Cuxh7fWgo3EWhxlV4BwDD7V1L0fJjU="
|
10.1108/01437739710156268
|
<jats:p>Looks at the growing importance of quality management in local government. Identifies the current thinking behind total quality and the need to apply established theory in the public domain, and explores the approaches and methodologies which are currently available to do this. Develops a framework for total quality from the work of a number of quality gurus. This framework can be used to examine the key requirements of total quality implementation, and hence expanded to take account of the special purpose of, and constraining conditions which apply to, local authorities.</jats:p>
|
Quality management in local government, the same as in the private sector but different
|
[
"Appleby Alex ",
"Clark Antony "
] |
https://doi.org/10.1108/01437739710156268
| 2,002 |
July
|
"0tNYXAiiHlyQGdP1N2qd+w7/R8NVs7djTFV2dVP99r3OFBsdEsDcW2aCq8vfkabrsE/1ibOcmAds8Emt1EP4XeyWEeF4z1CmgL3IKJAmM9WNex3iAICKccguvNpMZo+Y88s13OS213xmRdvgQiaEg4/ESqlvUoK0DG5W5JHbVjc="
|
10.1108/01437739710156286
|
<jats:p>Discusses the Karpin Report which suggests that the development of management skills is the key to workplace reform. To achieve a breakthrough in management skills will require a new model of learning and a new model of change for middle management. Managers will need to learn how to learn about change, particularly during the implementation phases of any programme change. Describes a model of change management which successfully integrates action learning skills in the workplace with the manager’s networking style. Briefly outlines five key elements of the “concerns‐based networking” model of change. This change model was successfully “tested” in two large organizations, through participatory action research. Uses case study data from 30 middle managers involved in various action research projects to illustrate how the networking model works.</jats:p>
|
A networking model of change for middle managers
|
[
"Schaafsma Hank "
] |
https://doi.org/10.1108/01437739710156286
| 2,002 |
July
|
"mNlYTgCmtl6gGPd3Tmm9y8bnw4RUM/PjZl1ySDf/td3E2BidE0JNHiKHOmL0QSXvEk/UzDGsmDcuc1wt0GV4BOWWK8C8j3SsiDXqoMh2PsWlTRzg0iKuIZgl/opJTE6Y5dE1d5iVhyxixZNtRLd2ko3HRAln3YK0CG/WzfFfbjE="
|
10.1108/01437739710176220
|
<jats:p>Reports an investigation of transformational leadership among UK managers. Podsakoff <jats:italic>et al</jats:italic>.’s (1990) measure of transformational leadership was administered to 25 managers within one organization, and the results correlated with superior and subordinate ratings of the managers’ effectiveness. Findings indicate that effective managers employ a transformational leadership approach akin to Kouzes and Posner’s model. Discusses limitations of the present research and areas for further research.</jats:p>
|
Transformational leadership in the UK management culture
|
[
"Lim Bernard "
] |
https://doi.org/10.1108/01437739710176220
| 2,002 |
July
|
"g1VYTAniNt4A0Nd33yG1i/TnB8RfN/NpRlnyTBf+9fHsWBg/EoBMnCKGumAVQaWnFd/xrDGMmJFslH4s0MhYBMcWG+G6TlGkgPDqqLEmPtStyYyIkgOeJ5gZ/ohMB8+YrMc1n/KGh2xC3J/lzCfGgo3Mmgl3QYL4SHJW5bEfRjE="
|
10.1108/01437739710182377
|
<jats:p>Describes the moderation of role stress, specified by role ambiguity, conflict and overload, and job satisfaction by thinking styles. Individuals capable of successfully employing specific styles were successful in reducing the deletrious effects of role stress on job satisfaction. Principal findings included the moderation of the role ambiguity‐job satisfaction relationship by the global style; the role overload‐job satisfaction relationship by the hierarchic style and the judicial style acting jointly with task significance; role conflict due to conflicting requests by the hierarchic style with task identity and task significance; and role conflict from incompatible standards of evaluation by a liberal style with job autonomy and a judicial style with task significance. Discusses both theoretical and practical implications. </jats:p>
|
Thinking styles as moderators of role stressor‐job satisfaction relationships
|
[
"Abraham Rebecca "
] |
https://doi.org/10.1108/01437739710182377
| 2,002 |
July
|
"E2BFTAmgkv5UmPfVXWvd7V7HU89VM/Nn5lNSSjf/9d3jmBocQgBNGGSEOmOyU7TvER+pTjGMmZUsp0gIoEIcjWUUA6X+3lWmibugLLM2M9GvKxzg0qbqZNCpvPpdJzuZr8M1NdmU16xCzN3kzohWMg3OXih/QYOwGqNWwfQdYrw="
|
10.1108/01437739810240867
|
<jats:p>New managers in central and east European companies were faced with daunting challenges to manage their companies through the transition from central planning to competition and to change their companies radically so that their firms would be capable of competing effectively. Based on the analysis of six longitudinal company cases from the Czech Republic, I identify the key skills that new managers had to have and where they were able to obtain those skills. The seeds of current managerial expertise could often be found in experiences under central planning, despite the fact that central planning more generally rewarded behaviors that were counterproductive in market‐based competition. Results are discussed in the context of leading radical organizational change.</jats:p>
|
Leading radical change in transition economies
|
[
"Newman Karen L. "
] |
https://doi.org/10.1108/01437739810240867
| 2,002 |
July
|
"gFsYXgGiNt4ggvd3XyiVzwTPB8ZVE/PnZl0iaXb/t93k0BIdUsZNmDKCOmrwAzXr8p69jbGMmB1O9kzt8VxYJOWUi8Acj1CsCPH66NZ2NtCnWQyokoG4f4g1/IoKBCkcgtM1XtCeh1xG4ZvhBjf2oo3PXgnnToO0Wv73zfkaVhM="
|
10.1108/01437739810242522
|
<jats:p>This study focuses primarily on exploring the role of organizational culture and level of technology used in the organization as predictors of decision‐making styles in a non‐western country, the United Arab Emirates. Results suggest that organizational culture, and level of technology used in the organization in addition to decision‐maker’s education and management levels are good predictors of decision‐making styles in such an environment. Results also indicate that a tendency towards the participative style prevails among Arab, young, middle management and highly educated managers.</jats:p>
|
Predictors of decision‐making styles in a non‐western country
|
[
"Yousef Darwish A. "
] |
https://doi.org/10.1108/01437739810242522
| 2,002 |
July
|
"QtRcToBGtt7QsPd3/Wgde9PnQ8VUM/9nZFFySDf/sN3FGBgdUsRMWDKEM2OwUaTjEA/kDDXMiJdhO08oYklygO0UA6GahFGuirGwqDcmt8SrbR2ok4Kar9gVvJAJRL+ZZdsU9/Cfg6xGyFdtU7F2go/HWCt7UIM0LELW5XMYQjA="
|
10.1108/01437739810242568
|
<jats:p>Dr Bruce Lloyd, Principal Lecturer in Strategy at South Bank University in discussion with John Case, Editor at large of the well respected US based entrepreneurial journal, <jats:italic>Inc. </jats:italic>and author of <jats:italic>Open‐Book Management: The Coming Business Revolution </jats:italic>and<jats:italic> The Open‐Book Management Experience: Lessons from over 100 Companies that Have Transformed Themselves</jats:italic> by<jats:italic> </jats:italic>Nicholas Brealey (1998). John Case argues that, today, everyone needs to feel that they are partners in the business and not just hired hands ‐ or brains. To achieve this objective requires an emphasis on sharing information at all levels and this involves reinventing (or re‐discovering) the role for management that is driven by values and the need for more effective learning at all levels.</jats:p>
|
Open book management: a new approach to leadership
|
[
"Lloyd Bruce ",
"Case John "
] |
https://doi.org/10.1108/01437739810242568
| 2,002 |
July
|
"6lxcfIjmt37Aisd3n0m9T5TPV9deM7cjYFFSFnP/v93FkFidU8JIHm6CMqJw8bSrEd6xnDGYuJds/2xM1F/YhP2UF+DZ/0ishrCqaJK2vPWpLRyi8uCI45gjvsq8R1udltk1n+iQF/xiwJ4hV6VWgo/M0gl5w4B4SL/RxfgfarU="
|
10.1108/01437739810368785
|
<jats:p>Groups are an integral part of organisational life. It is important, therefore, that these teams are managed both efficiently and effectively. One method of undertaking this process is to employ skilled facilitators who can support and direct the group’s processes. This paper discusses a method of facilitation that not only will help a problem‐solving group to remain structured and focused but will also help to encourage creative thought and output. A conceptual model has been developed which managers can use as a handy checklist or reference while undertaking the process of facilitation.</jats:p>
|
Facilitating problem‐solving groups: a conceptual model
|
[
"McFadzean Elspeth ",
"Nelson Terry "
] |
https://doi.org/10.1108/01437739810368785
| 2,002 |
July
|
"kHgMTAjmsP5AmNf33Wm9x8Xv1sNwN/Pjbl12DhX+t5nAHFccWsJJG3KGOqO1QqTnOx/NhnOs0IcGc2yl7nhcQWUWp0D6x1Gsi7TooAm2e9WNuRygkiKqKNk9+pIoB7qZ9ds1v7CV1yxGXYPnRiVUAo3ITil7R6K+WHJWxZFbUjs="
|
10.1108/01439910210413084
|
<jats:p>Outlines the main highlights of the JARA (Japan Robotic Industry Association) report A Survey of Technological Strategy for Creating Robotic Society for the 21st Century. This survey was sponsored by the Japanese government's METI (Ministry of Economy, Trade and Industry. This bulky report (298 pages) may constitute a national guideline of Japanese research and development for the future in light of the future “Robotic Society”.</jats:p>
|
JARA publishes A Survey of Technological Strategy for Creating Robotic Society for the 21st Century – from robot to RT
|
[
"Kusuda Yoshihiro "
] |
https://doi.org/10.1108/01439910210413084
| 2,002 |
July
|
"2NCcXoqmHF7QHdN3TUp9I2TfVgdVY/NbViNyfBvrfBBG1As9Z1DtU2qHi2m146Cjck61LcXMm9EmcmitaWwYuBmSCUAe7XGcA72YKJgnlUThORzA8qa/mZiY/Eo6BJ6MlLsdv1q6hPmywPdlAm9GA8/k2ox/QqB4ALdRJKe4bjg="
|
10.1108/01439910210419150
|
<jats:p>Weld‐bonding combines the physical force‐based process of welding with the chemical force‐based process of bonding or, more properly, adhesive bonding. When done properly, the claim is that a hybrid process results which offers the best of both processes; the high joint efficiency, resistance to diverse and complex loading, and temperature tolerance of welding; the load‐spreading, stress concentration‐softening, and structural damage tolerance of adhesive bonding. And, beyond these individual process attributes, there are claims, or at least predictions, of synergistic benefits in the form of improved energy absorption and fatigue life for demanding applications. However, it is difficult to find reliable data in the open literature to support these real or potential benefits. Furthermore, complications in performing the hybrid process in practice place an even greater premium on process control than normal. This paper explores the question, “Is it all worth it?” The paper delves into the theory underlying weld‐bonding, the facts concerning the process including pluses and pitfalls, and considers where the process could or should go from here.</jats:p>
|
Weld‐bonding: the best or worst of two processes?
|
[
"Messler Robert W. "
] |
https://doi.org/10.1108/01439910210419150
| 2,002 |
July
|
"VMuQbIimm9vwDNX5XGvN2o7/YIXxs9NbVFNz8Nn/sJFcwBsdKwBF2mQE6yDT07Tu0gilBdGtiB+sMuroUUkdrd0WIuUU71SmCTycafi0BXTBb5RgK6KJqem4/FqJhCuYn6s1/OqylHripI9hBmPGAs/e3K1vWZX9TDLWpBNZFjo="
|
10.1108/01439910210419178
|
<jats:p>One of the first steps in designing a flexible assembly system is the selection of an appropriate manipulator. There are a number of different manipulator configurations which can be chosen depending on a variety of factors such as the assembly workspace layout, product size, weight, and component insertion direction.A number of methodologies have been written to help the selection of a manipulator for process cells. However, little work exists to aid the machine designer in the selection of an appropriate manipulator for flexible assembly. This paper examines the factors which affect this process.</jats:p>
|
Selection of a manipulator for a flexible assembly system
|
[
"Edmondson N.F. ",
"Redford A.H. "
] |
https://doi.org/10.1108/01439910210419178
| 2,002 |
July
|
"RfeITIimsN7gHNP9bWpN033/VCm1k8P7VEFwul3r8JbM5FINWoBMCH6kmyO3w6JnFM+dhBGMmw3LIm2tYWrcFE2WKWUW5Vi8lry28YknLcnBfRjBYzKeLdi4/ZsdBZ6ZnrM3f4OylDYmzZ9tBqeGEo/SzShrFpKx/HrWjJsZZjg="
|
10.1108/01443570010304297
|
<jats:p>This paper examines the role played by environmental issues during the new product design process. These issues are studied through an exploratory research project based on case studies of ten companies. The firms studied can be categorized into one of five major groups: innovators, early adopters, early majority, late majority and laggards. These groups strongly parallel the model of new product acceptance initially developed in the computer industry, as presented by Moore (1991). Of interest is the gap that exists between the early adopters and early majority users. This gap forms a chasm. Those factors that account for acceptance of environmentally responsible manufacturing in the innovators and early adopters are significantly different from those factors observed in the early majority, late majority, and laggards. This paper examines these and other differences, and the impact of these differences on the acceptance and use of environmental concerns within the new product design process.</jats:p>
|
The new product design process and design for environment
|
[
"Sroufe Robert ",
"Curkovic Sime ",
"Montabon Frank ",
"Melnyk Steven A. "
] |
https://doi.org/10.1108/01443570010304297
| 2,002 |
July
|
"Q14IXAGiItrUjPf3TWodQXzfdVJ1s7PXXhUyWXP9pf2EFFR9e8BcSSaCm+e0UKTj0gvNjLGcm8/ghm+t4Fs4he0WKUWa9ViskLO6KNOiXs+hSRDAE4KODX2Q/RqrDG+Jp/s13+iCh/hORNthj6O2Go/CzC1vQoMwTGbW/VxbFjg="
|
10.1108/01443570010308112
|
<jats:p>A primary function of the Performance Measurement System is to provide employees with information on their past performance, allowing them to assess the outcomes of their actions, and therefore if they are meeting or not the objectives they are given. This work aims at contributing to the understanding of how the effectiveness of performance feedback information can be improved by defining a set of distinct performance feedback dimensions based on a PMS literature review, and by validating it empirically on an international sample of 164 manufacturing organisations. The proposed dimensions are: relevance as performance feedback orientation to the achievement of objectives; dynamic adjustment of performance feedback; relevance as usefulness of cost performance feedback; relevance as usefulness of non‐cost performance feedback; timeliness of shop‐floor performance feedback; personal performance feedback; and feedback on the overall process performances. The analysis shows that these dimensions are distinct, thus allowing to deal with them separately both in PMS design and audit. As far as the effectiveness of the performance feedback is concerned, it emerges that for several dimensions higher scores are associated to higher operating performances (cost, time and quality), but in one case this only holds for managers and in another one only for supervisors.</jats:p>
|
Assessing some distinctive dimensions of performance feedback information in high performing plants
|
[
"Forza Cipriano ",
"Salvador Fabrizio "
] |
https://doi.org/10.1108/01443570010308112
| 2,002 |
July
|
"ElZMXCjispqAmNd/X2Gfiw7nQ+Fck7NrbhV2sFf7t5jOMBodcsZdmiKGqmexAaSmHA45TLmcmo/iufyp4EhZDecUGvH+z1G2iLriKJE2doWvuR/Ik5OWL/it/pIaB7uYn9M1PKqGVW1GxJ/lQ3OmEo3O2ilvUJO0TGsWDKebVjE="
|
10.1108/01443570010314773
|
<jats:p>This paper reports on research currently being undertaken into change in performance evaluation and control systems. Case study research involving the use of repertory grids, in‐depth interviews and observation has been undertaken to examine the impact of these systems on behaviour and the potentially problematic nature of change in performance evaluation and control systems. This contrasts with previous research which has often assumed that such systems can be treated almost as easily manipulable independent variables. The case study illustrates the ways in which performance evaluation and control systems provide a formative context which means that change can be difficult to achieve and requires an understanding of the cultural assumptions underpinning both current and desired systems.</jats:p>
|
Manufacturing change
|
[
"Duberley Joanne ",
"Johnson Phil ",
"Cassell Catherine ",
"Close Paul "
] |
https://doi.org/10.1108/01443570010314773
| 2,002 |
July
|
"AlpcXoiCOJ6Amtf1f2Gdq4bHxuVUs/PhblV2YNf+tZlukBsZKsNMGDaGuku0E66rGU6ZiiGMiNfit+wo9Fn4jc8cOEW+zVGugLMgaLk2NtmtCRXBkoCuA3iBvpJoBkqdo9M1PuCW133GzNVnRjFGA42NWi1twJK0CGLUhfPbVjo="
|
10.1108/01443570010314818
|
<jats:p>As we approach the twenty‐first century, manufacturing success and survival are becoming more and more difficult to ensure. This fact is rooted in the emergence of a new business era that embraces “change” as one of its major characteristics. The emphasis is now on adaptability to changes in the business environment and on addressing market and customer needs proactively. The emerging paradigm is agile manufacturing. Understanding and responding to changes, and taking advantage of changes through strategic utilisation of managerial and manufacturing methods and tools, are some of the pivotal concepts of agile manufacturing. This paper discusses these concepts and presents a methodology to assist manufacturing companies to achieve agility. Industrial questionnaire surveys and case studies are carried out to support and validate the methodology. Results and conclusions derived from the surveys and case studies in support of the methodology are reported.</jats:p>
|
A methodology for achieving agility in manufacturing organisations
|
[
"Zhang Z. ",
"Sharifi H. "
] |
https://doi.org/10.1108/01443570010314818
| 2,002 |
July
|
"0tI4XAGiMN7AnPV3X2md20bf5mf1M7H7TgVy9FPztZFlhB4NW4BNGnrCu2qwga6iUA7ZjDCs0g0o00mM4dGYJO2WI5B4zd2uhL2y4FGmNd3hXRrgk4KKLVi2/pqJR++Ysts1n/iyFGZOQJthBqfWio/F3i1vUCK43M9WhfEbVho="
|
10.1108/01443570010318922
|
<jats:p>This paper examines the extent to which a learning organisation perspective is attainable in small‐ to medium‐sized manufacturing companies. An audit tool is developed from the literature on organisational learning and recognised processes that lead towards becoming a learning organisation. The paper focuses on the application of the audit tool in three UK automotive component suppliers which are all experiencing pressures for change imposed by the major vehicle manufacturers. The main changes are concerned with tiering of the supply chain and substantial delegation of responsibilities to component suppliers including an increasing emphasis on innovation and continuous improvement. The companies presented in the paper are taken from a research project into the impact of changes in supply chain relationships on the operation of small‐ and medium‐sized manufacturing firms in the West Midlands region of the UK. The ways in which the companies are responding to change are presented together with the results of a self‐assessment using the developed audit tool. These results suggest that companies of this type tend to focus on change in those areas that involve least challenge to the established power and authority of management.</jats:p>
|
Technological and organisational change in small‐ to medium‐sized manufacturing companies
|
[
"Lee Gloria ",
"Bennett David ",
"Oakes Ian "
] |
https://doi.org/10.1108/01443570010318922
| 2,002 |
July
|
"kHdoXIJis76gmPV3X2Gd60bXQsZ0M/P5Y0N2ehP/tdFs9BodGkJJCn6Pumu1Eaaikc/dDLCsmE/q+20N0FW4zMWUn/A471G+gvXqYEC2P9yhWRygEyK6IxysvpqYRv78u8M138iSBVxGwNthBKc2gI3F2gluXJK0hO/1hfsbVjE="
|
10.1108/01443570010330801
|
<jats:p>The organisational design of production systems is thought to be one of the key determinants of their performance. Therefore, in order to enable them to contribute effectively to the successful creation of products and services, OM practitioners need up‐to‐date, comprehensive and sufficiently detailed organisation design theory. However, 27 case studies aimed at identifying and explaining design performance relationships produced results that could not be explained using organisation theory (OT), while operations management (OM) theory did not provide much help either. OM, because the discipline lacks good organisation design theory. OT, because of some severe limitations, which are mostly due to the paradigmatic directions this discipline has taken. Consequently, OM has to take up the gauntlet itself. An agenda for OM‐driven organisation research is proposed, which builds on the strengths of OT, takes away its major weaknesses, and is believed to contribute to the development of actionable organisation design theory.</jats:p>
|
Organisation design in operations management
|
[
"Ruffini Frans A.J. ",
"Boer Harry ",
"van Riemsdijk Maarten J. "
] |
https://doi.org/10.1108/01443570010330801
| 2,002 |
July
|
"At9YXoqmMtrAmNV3DUkd2wTnUsfWM5HTXlVyBHfnt5lcFBvbasJIGGKUKmOxQaTjkA7VibuM2Nfo8+2p8VLc5e2UIuN641G0hLdyqJEmO83BeRjAU4KaO9i4/ooaRcqY7/s1lXnTRu1WRdNxB7PCAofDXClv2YOwTGdUldcedjE="
|
10.1108/01443570010332980
|
<jats:p>There has been a recent surge of enthusiasm within the automotive industry to build closer supplier relationships within the area of product development. One concept deemed central to these relationships is the alignment of development processes between the collaborating organizations, an area that is expanded upon within this paper. We suggest that synchronization can be achieved through the four key steps of process standardization, knowledge sharing, alignment of existing practices, and continuous elimination of waste within the joint development cycles. A methodology for implementing these stages is presented along with the underlying principles on which it is based – the importance of joint teamworking and multi‐company involvement within the alignment process is highlighted.</jats:p>
|
Improving co‐development through process alignment
|
[
"Evans Stephen ",
"Jukes Sarah "
] |
https://doi.org/10.1108/01443570010332980
| 2,002 |
July
|
"0NHYTIKittrwqvUffWodk+7/1890M/vRR1Fiepvvv5j0DBcdU8DMm2SEemnwUaTnkA7NpTCk2M/o8mXtQUQ4IWWWC8TbrV2MBD2qYdG2dVmB+xSqF4KCKViw/LqMDb+a3os3n+rzFnZOzN9xFmcWAo/XSw1uU6M6zPdWlBoZVjo="
|
10.1108/01443570010339172
|
<jats:p>The purpose of this study was to explore the impact of business type upon the adoption process for quick response (QR) technologies in the apparel industry. Using Rogers’ (1983) innovation decision process model as our conceptual basis, we empirically investigated three stages of that process as it pertains to QR adoption: persuasion, decision, and implementation. In our study of 103 US apparel manufacturers, we found business type to impact significantly the firms’ perceptions of benefits to be derived from QR. The perceptions of these benefits, in turn, affected the apparel manufacturers’ adoption of a QR strategy which, in turn, influenced their use of various QR technologies.</jats:p>
|
Impact of business type upon the adoption of quick response technologies – The apparel industry experience
|
[
"Ko Eunju ",
"Kincade Doris ",
"Brown James R. "
] |
https://doi.org/10.1108/01443570010339172
| 2,002 |
July
|
"V9c0TIHiEJrAKPZ/nWAde37XQ2F1M/XPShdi3zf3p51MtFIdcsJNGjKEv0E1xaTjkA/kDDHsmk1qu0+tdElwhe0eK6X4zFiuDrf44NomHoShaB6gs6KCLdi37JirRjfJtrszn2iKAXxeyNNphTd2s63kyi9vwIM8TkPU3FUaRjg="
|
10.1108/01443570210420421
|
<jats:p>The paper presents the main results of a benchmarking project involving eight Italian hospitals. The project sought to examine and compare the organisational processes adopted in different operating blocks, i.e. complex organisational units comprising many different actors whose performance often has a significant influence on the level of work of the overall structure. The organisational survey was carried out by means of interviews with head nurses, surgeons and anaesthetists. In order to identify the managerial significance of activities and processes, a theoretical model of the operating block was developed, together with an appropriate performance measurement system. On the basis of this model and using analytic hierarchy process, we together with experts from the sector were able both “to measure” the strategic importance of the activities and to identify the best practices.</jats:p>
|
Organisation of operating theatres: an Italian benchmarking study
|
[
"Longo Mariolina ",
"Masella Cristina "
] |
https://doi.org/10.1108/01443570210420421
| 2,002 |
July
|
"kP1IfAriFJrAGtM9PSkt/wX3x8VXM/HrblF2rpfvt53EUBpdUsJPWCqkemGlkKDjUM70yTmMgJ9IM2is4UAgJM0UhOK4j1S2CLLyoJFme5Snqx/gEiOSO5A6vYwcBTuZdpsXvLCWBs2OQcvgVD9UA5/F2ilu06I8HPIWXTGYdjM="
|
10.1108/01443570210427640
|
<jats:p>This paper contributes to, and links the areas of quality management and buyer‐supplier relationships. In doing so, we seek to address two broad research questions. To what extent do quality practices impact upon the various dimensions of quality performance, manufacturing performance and, in turn, business performance? To what extent is the relationship between quality practices and quality performance contingent upon the nature of buyer‐supplier relationships? To address these questions, we developed a path model incorporating quality practices, design quality, conformance quality, external quality‐in‐use, product cost, time‐to‐market, customer satisfaction, business performance and buyer‐seller relationships. The model was tested with data collected from 200 suppliers in the electronics sector in the Republic of Ireland. Data analysis of the data indicated considerable support for the conceptual model.</jats:p>
|
The moderating effect of buyer‐supplier relationships on quality practices and performance
|
[
"Fynes Brian ",
"Voss Chris "
] |
https://doi.org/10.1108/01443570210427640
| 2,002 |
July
|
"0lNYXAiiItrA+PR/XWKN6w7fQ+J0s7NnSgFi0DO34FxetBI9csBMm36Cumk906Sjkg3NDDmc2cdkum3p4EH4ve0UAWX6rVWmAL+qKJI2t9SBGR3gF6CCK+i+/ZqOBq/ancs9/tiSFXRezMthAiMSiIWX2ixuUpcQTEbSnFEbVng="
|
10.1108/01443579410056047
|
<jats:p>The management in non‐profit humanitarian organizations is often
preoccupied with its welfare objectives and ignores the operations
efficiency and operating cost controls. Proposes an operations‐planning
and control framework for small non‐profit humanitarian organizations.
The proposed framework integrates several operations management‐planning
tools such as time series forecasting, aggregate production planning,
ABC analysis, and material requirements planning (MRP) to facilitate
better demand and resource management. The purpose of this framework is
to provide management with better resource planning and a base of
performance evaluation. Using real data, this framework was applied to a
non‐profit organization taking into consideration its unique welfare
objective. Results indicate that substantial improvements in operations
efficiency and cost reduction are possible for small non‐profit
organizations through modified operations‐planning and control
activities.</jats:p>
|
A Planning and Control Framework for Non‐profit Humanitarian
Organizations
|
[
"Sheu Chwen ",
"Wacker John G. "
] |
https://doi.org/10.1108/01443579410056047
| 2,002 |
July
|
"UXIcTLiikJ7Aafef32A7KyT1VGWUI7XrbBF1Q7fntpxPwBtZ6sFLAD6AOiH1g6LrOk//zQmMWE7rwmmJX3N4J88UhES4x1DsqPRyaJmmOs2n+xngQkO+edS5v54eRQ6Y8tsVloWehP5GQV9jR2ZwI83BSi1/UpO8HHJSjfMaNgM="
|
10.1108/01443579410062077
|
<jats:p>Describes the results of a survey returned by 97 purchasing managers who
were asked to assess current patterns of global sourcing as practised by
North American firms. Some of the issues examined include primary
sourcing allocations, supplier evaluation criteria, operational
performance measures and costs, managerial problems, and modes of
communication. The results point to the importance of linking supplier
selection criteria with corporate strategic initiatives in the
evaluation of international sources.</jats:p>
|
US Global Sourcing: Patterns of Development
|
[
"Handfield Robert B. "
] |
https://doi.org/10.1108/01443579410062077
| 2,002 |
July
|
"0tfoXIiivBqQsOdX3WoFa0T/ROpVd/PJRwBySzP/pZxkVFMFWkJcmyaFGUH9wa6K0gr5gXWEmB2num2JQUDYtO2WgeSQ7FzcgPjqYJgmP6yx+RuoR2ICLdx0/JqOBqyY9MM1v7Sal0aSzBt3B6c2gofGyC5+VpDxRPLUlZWMFjk="
|
10.1108/01443579410062158
|
<jats:p>Deals with planning the maintenance scheduling of a group of
non‐identical production units. Develops a realistic model for the joint
overhaul problem by incorporating the cost of co‐ordination. The model
selects overhaul schedules that minimize the average total cost of
operation which consist of the cost of repairs, the cost of production,
and the cost of co‐ordination. Proposes a new procedure for solving the
problem. Lower costs are obtained for two examples from the literature
which were solved using the proposed model.</jats:p>
|
An Extended Model for the Joint Overhaul Scheduling Problem
|
[
"Duffuaa S.O. ",
"Ben‐Daya M. "
] |
https://doi.org/10.1108/01443579410062158
| 2,002 |
July
|
"0PEMTAimkl7QrfcXbSf9+ybfRu80I7NzTQFzzJ/vpJTSZBIdCkJMDFyE/2H147bqFAydhxmM2M3K4nmJU2JZgO0UoMQ4zVmOFDxs6Nk2b/2D/w/AYoKEL8ywtJIcBQuYmrMnnPCW1z6kRd9pBmfSA9/DGQj+1rL2eGLWloMfVio="
|
10.1108/01443579410067243
|
<jats:p>Previous research has not addressed the problem of developing a master
production schedule (MPS) for production systems with minimum batch‐size
production restrictions. Proposes a weighted integer goal‐programming
model for the development of a rolling horizon master production
schedule, under conditions of demand certainty, for a process industry
environment with multiple production lines and minimum batch‐size
production restrictions. The presence of multiple and often conflicting
goals prevalent in production planning and scheduling is explicitly
incorporated in the model. The model can easily be implemented on a
microcomputer and the master production schedule developed is in
spreadsheet format and can easily be understood by a practitioner. Uses
a case study conducted for a paint company to illustrate and validate
the model. Results show that the MPS developed using the proposed model
is superior in terms of total cost when compared with actual company
performance.</jats:p>
|
Master Production Scheduling for a Process Industry Environment
|
[
"Venkataraman Ray ",
"Nathan Jay "
] |
https://doi.org/10.1108/01443579410067243
| 2,002 |
July
|
"wVkYTJigk9royPMXdScd+yf5VW11I/P36RVTXN/rrJlcQFgbesLNSHyFvyG1g7Lu0AydDJmNmu5L8nmHS2J5Ae0UAFU4zVDEnPxowZEuRMWn+xjgV4OZL9y2/JocBZuYrpIXvOC21j5uhdt5BufyI4/PjgzvUjM2XiNWD9Obdgk="
|
10.1108/01443579410067252
|
<jats:p>Describes the advantages of combining a Windows(TM) database package and
a Visual Basic(TM) program for graphical analysis of machine replacement
problems. The database allows the regular and easy updating of the cost
elements associated with the purchase, operation and disposal of a
machine. The Visual Basic(TM) program provides a simple user interface,
requiring only the use of a “mouse” for input, program control, and
graphical analysis of output. The program has easy access to appropriate
database, spreadsheet and word‐processing packages. Illustrates the use
of the program in considering the graphical analysis of the replacement
of an ambulance fleet.</jats:p>
|
Graphical Analysis for Machine Replacement
|
[
"Walker John "
] |
https://doi.org/10.1108/01443579410067252
| 2,002 |
July
|
"cMAQTJCimJrVuHe/ZWK14wb9dW41J9NzRhVjxFf/ttXHoBIdiEBcGVaE+6H106broQ2dDQmMmA/rimkpUUEAhH2WoUSU7ViOBbiwaBgmJoyneQvjMoOCTVy4phAeBTKZk+M3v9WS1X4bxZ/lF68WEs/HDK5+W7LwDHLUjrsbcj4="
|
10.1108/01443579510080382
|
<jats:p>Generic product offerings in a boundaryless competitive environment
do not support economic viability. Time‐based dimensions of a product
are becoming an increasingly important component in assessing strategic
advantage. A generalized framework is provided for analyzing product
environments based on production/consumption gaps that can lead to an
augmented product. Traditional long lead times and high inventory levels
are less appropriate and more costly endeavours that may not even
achieve product parity.</jats:p>
|
Lead‐time reduction: the search for competitive advantage
|
[
"Tersine Richard J. ",
"Hummingbird Edward A. "
] |
https://doi.org/10.1108/01443579510080382
| 2,002 |
July
|
"UfMMXgiiivrgiNRdTWMV+y7/ZVY1N7PLTgUwcbf/p9xE9FLdWkBNyjqgu+m0gaaj0A7ZATmMms/Ium2dYExwJc2WiUSx7FjOhHr64PomfvyheQWgE4KqJ9y2v5oPBt6arvs1n7iTAG9aRNtxAyfWAo3C2ixnUpN6TGLUlJQaFig="
|
10.1108/01443579510080409
|
<jats:p>Compressing the time from idea to market has become a focal
competitive priority of global manufacturing companies. Develops a
framework that assesses the strategic value of a company in terms of its
“time” performance. The primary tool employed to accomplish
this is an agility matrix whose cells represent intersection of
agility‐determinants and segments of time‐to‐market. After grading a
company on each cell, a weighted sum, called the “agility
index” is computed, which is an indicator of the firm′s capability
to compete on time.</jats:p>
|
A methodology for assessing time‐based competitive advantage of manufacturing firms
|
[
"Kumar Ashok ",
"Motwani Jaideep "
] |
https://doi.org/10.1108/01443579510080409
| 2,002 |
July
|
"wFO8XhmiOFrA2sW3RWoVWkf/REY0IfP7TgN2KZd299i15FKdWoJNGrrQOe30obarkA7ZTTmEmIvq+HmpQExwZ+WWIED67tCehL6uYPBnN9ypeZygM4KIN9i0vNqPB/mYlfk9HjqY1H7aQJPhAydWAo3HyylnUoJ6TANembkaVik="
|
10.1108/01443579510080553
|
<jats:p>Concerns scheduling five jobs through a flow shop with five
machines. The distribution of makespans and the distribution of the
optimal makespans was obtained by complete enumeration of all the
schedules. The effect of the processing times on these distributions was
investigated. Three priority rules were evaluated as to their
performance on minimizing the makespan. These rules were the
“greatest total processing time” first rule, the
“least total processing time” first rule and a
“RANDOM” assignment rule. Statistical tests were used to
evaluate the efficacy of the rules.</jats:p>
|
Makespan distributions in flow shop scheduling
|
[
"Caffrey James ",
"Hitchings Graham "
] |
https://doi.org/10.1108/01443579510080553
| 2,002 |
July
|
"wnAcbYyjkpjQzJFXXWed+VfZdan0A/NjSjETiJ/5pr5WQBIRU4JMWDyU+yn9w7qmtAi9z1mEmU4iqmiuYmJ5BeUQAEUY11iGlL5i4Lg2X53huxtKUQOez9g0/JQcB5uYryc3tLuW3H/aBdv9UoZyA43DLix/UrGzfiLWRZPbVi0="
|
10.1108/01443579510090426
|
<jats:p>Reviews the global status of total quality management (TQM).
Emphasizes continuous quality improvement as one of the main pillars of
TQM. Illustrates a part of the research that was carried out to examine
Taguchi′s on‐line quality control (TOLQC) methods as the means to effect
continuous quality improve‐ment. Describes a case study that was carried
out to study the implementation feasibilities of TOLQC methods.
Highlights the inferences drawn from this case study which assert the
need for managerial approach rather than mere technical computations for
successful implementation. Insists on intensified training and awareness
programmes on the implementation strategies of these methods to attain
the ultimate goals of TQM.</jats:p>
|
Continuous quality improvement through Taguchi′s online quality
control methods
|
[
"Aravindan P. ",
"Devadasan S.R. ",
"Dharmendra B.V. ",
"Selladurai V. "
] |
https://doi.org/10.1108/01443579510090426
| 2,002 |
July
|
"0tBYTYggHx7QGWdVfWYV+47dRuT0E7NrShV2VdP/9JzMgBsdG8BeWG6E6kHX0aTnGU7libO82Afo8Wnt8WGwNe2Wg+G6zVWmirUIIJG2O9SlbZ7oAyOK+5iy/NqIJ6uc7os1/OCyljTCxNvgRiY0go/FSBlvUgIwTH5WDLOLdjM="
|
10.1108/01443579510094107
|
<jats:p>Analyses the problems of production scheduling in the dairy product
industry where variety and sell‐by date constraints have to be taken
into account. Using the formalization of priorities as a basis, attempts
to demonstrate that a thorough understanding of the relation between a
formal scheduling model and its implementation permits one to grasp the
profound changes in industrial processing systems at present. With this
analysis new representations of possible changes can be created and the
idea of a transformation of work organization based on a new form of
production management can be developed.</jats:p>
|
Production control in the food processing industry
|
[
"Nakhla Michel "
] |
https://doi.org/10.1108/01443579510094107
| 2,002 |
July
|
"4FEcTYiiu9rASteXTXe1+y/fVOsVI7H7ZVFQftfpttlPQFodawHMGHyE/2nxgbDr1EzdLTGMms3Awm2NYnT4rO0WAsQwb1iOkL7ywJgmbf2leBjCcYaKD8y2rZIcBN+Y57I3vPAWkv/iRdtxEub2Ao/JHixucqMzXSfUgdFbVoc="
|
10.1108/01443579510098284
|
<jats:p>Evidence points to the need for a coherent, well‐communicated
manufacturing strategy which establishes the best possible link between
the competitive needs of the business and what needs to be done at the
operational level in order to provide the business with a sustainable
advantage over the competition. Presents a process of manufacturing
strategy development which links the strategic needs of the business to
the operational level in order to determine the operational areas of
strategic concern in the company. Examines the effectiveness of a
company′s capabilities, using a methodology for identifying the main
impeders to improvements being made with respect to these particular
areas of strategic concern.</jats:p>
|
Strategic concerns and capability impeders
|
[
"Gilgeous Vic "
] |
https://doi.org/10.1108/01443579510098284
| 2,002 |
July
|
"wld4XIjiMNqgiOV3F2ud+ybfUGb0MfH7RQFyOBf3tZ1khBsdUsJdGH6Au2O1k6aq0E7VjDGMng+o8G2t49LYJcWWo+A47tmugLoi4BGn/dCh+d7gE6KqK9igvtqcBpuY8ps1nbKSVQzCQJPlBye2ko/F2rxtUIA4TEPUnZkbdjs="
|
10.1108/01443579510098356
|
<jats:p>Procedures to reduce set‐up times at individual machines have been
well documented; however, very little research has been conducted on
developing an effective strategy to prioritize set‐up reduction
procedures in a multi‐machine facility. Describes a new and innovative
way – a throughput approach – to prioritize set‐up reduction
procedures in a multi‐machine production system.</jats:p>
|
Developing effective strategies to prioritize set‐up reduction in a
multi‐machine production system
|
[
"Chakravorty Satya S. ",
"Sessum Joseph L. "
] |
https://doi.org/10.1108/01443579510098356
| 2,002 |
July
|
"UEEYTKzmkljBqcJVXCcV+y/vVGVVIZPzRVEyut/ppppc1Bt3WkBMSC6QGyvzgqbvlky9hRmNmA7q4m3M43A6hO0UIEHYxljGkLgiqJA2W+Xh+h7LQUK6D8iy/JYYB7uYpjs3dLG01j6+Bd9xFqZSA83THQ5/VhE5XHJWhdP+Vi8="
|
10.1108/01443579610106328
|
<jats:p>Contends that, with the accelerating dynamics of competition and a move of organizations towards more dynamic approaches to strategy formulation and implementation, creativity becomes of key importance for achieving both product and operational excellence. Over the last decade organizations have increasingly adopted team‐centred structures in order to improve the way in which knowledge is developed, disseminated and applied in organizations. Although this has improved product and operational performance dramatically, organizations now realize that future radical improvements in performance hinge on improving their creative capabilities. Presents a framework used by Hewlett‐Packard in order to develop creative teams.</jats:p>
|
Developing creative teams for operational excellence
|
[
"Feurer Rainer ",
"Chaharbaghi Kazem ",
"Wargin John "
] |
https://doi.org/10.1108/01443579610106328
| 2,002 |
July
|
"CDZIXgiiNP4giPZ/nWkNXyfv1kd2N9NzRkV2O3dmt901FBe9WsZNGDaWuuOwYaTj2J7ZDTEMnY9E0kyp4kFAZfUWq7J6w1Wugre5oJImd92BORygUqKCK9i4tI6LRY+d/Ns1n7CXVSxOTM91BieEAo/CTi1vUoM8SGpXnbkbUjs="
|
10.1108/01443579610106382
|
<jats:p>Examines the planning and scheduling systems in an integrative framework for a dual resource constrained (DRC) job shop. Models a bottleneck shop environment which represents a common situation in practice. Research on workload smoothing mechanisms which integrate the planning and scheduling systems is sparse. Simulates 13 smoothing rules (utilizing aggregate workload and bottleneck information), three despatching rules and two order review/release rules. The results of this study indicate that workload smoothing by the planning system has a significant effect on the performance of the DRC job shop. Pulling work ahead in valley periods improved the tardy measures of performance, while pushing jobs back in peak periods usually deteriorated shop performance. Suggests that combining a planning system effectively with order review/release can improve mean tardiness, percentage tardy and mean flowtime measures of performance.</jats:p>
|
Workload smoothing in a bottleneck job shop
|
[
"Salegna Gary J. ",
"Park Paul S. "
] |
https://doi.org/10.1108/01443579610106382
| 2,002 |
July
|
"UnMYTCiikNrAbPJdVCPdszbbVGX0I/H/YhFxqN/rpJRWQBoZYsBMCDSgmyCxw6rqXwi9jRmcmk7Kku2ufXJxBe0UoUU4x1SGDDxy6ZAmec3jGx/LQsKcD/iw/NAchZqYipMXVLmW1H/e5NvpRqZyIs+XDSx/1jG1fmPWB9ObViw="
|
10.1108/01443579610109857
|
<jats:p>Several human factors in the present and prospective situation of an automotive assembly shop were examined with respect to the concepts of lean production (LP) and sociotechnical systems. The work organization was evaluated by means of four principles: of “minimal critical specification” which refers to the co‐ordination mechanism that is used; the principle of “boundaries”, which refers to the extent to which teams are autonomous; “multifunctionality” which has to do with the division of labour into small or whole tasks; and “human values”, which deals with the way workers are motivated. In the present situation some factors are more in line with lean production, while others fit in with sociotechnical systems, although the actual overall state conforms more with lean production. The future position will be more consistent, but still more in line with LP, mainly because of the characteristics of the work processes.</jats:p>
|
Characteristics of work organization in lean production and sociotechnical systems
|
[
"Niepce Willem ",
"Molleman Eric "
] |
https://doi.org/10.1108/01443579610109857
| 2,002 |
July
|
"UlBYXAjiOtrAmNU31Wkd+2rX0oV0M5HbZkF00JvrupyfkBouY8BEHWqEeiuxlKTikE7djRGMik/qou2gYHp4LEUcCsBa512ei71saIA2M9ipKxXgc4Kbasi4/BodBJuZips1/Piz1k3G1d9hViO2AI/DXi1rSIOwOPdXlduZVjA="
|
10.1108/01443579610110468
|
<jats:p>Under production economies of scale, the trade‐off between production and transportation costs will create a tendency towards a decentralized decision‐making process. First, reviews previous approaches suggested in the literature for solving the production‐ distribution problem. Then offers a non‐linear programming model of the transportation problem under production economies of scale to illustrate the computational complexity of the problem. Discusses and proves the convergence of the “tangent line approximation procedure”. Finally, introduces and solves a numerical example.</jats:p>
|
An iterative procedure for solving the uncapacitated production‐distribution problem under concave cost function
|
[
"Youssef Mohamed A. ",
"Mahmoud Mohamed M. "
] |
https://doi.org/10.1108/01443579610110468
| 2,002 |
July
|
"0PEYPpimk9rQ/dbfdUW1uyb/dUP1I6HzTRUzaB/t5lXP1Dgd7kJeGO6EKyl0g6Rn0A79L1uMmPUEon2Da2D8TqUUAHQRz0jsGD9qSHsmNt3Bex6ARYCsL964rJAKBM6YhNKV3NiGg37WBd9pAqfWI+3HDAL+JrNgfiOWldIKVmo="
|
10.1108/01443579610110512
|
<jats:p>The concept of zero inventory (ZI) is a powerful tool to improve production economics. The major factor in ZI is set‐up cost reduction. Examines what will happen when set‐up costs are stationarily and non‐stationarily reduced by mathematical presentations and simulation. The results are useful for real practice. Zangwill observes that reducing set‐up costs need not decrease inventory by a special example of non‐stationary cases. Likewise, set‐up cost reduction need not decrease total production and inventory costs. By using simulation, obtains results contrary to Zangwill. Most presentations of set‐up cost reduction consider the stationary case. It is hard to find the degree of cost variations by mathematical models. Thus uses a mathematical approach and a few simulation results that varying set‐up costs are provided. Reduces set‐up costs stationarily and non‐stationarily to examine the effects on total costs and total holding costs.</jats:p>
|
The effects of varying set‐up costs
|
[
"Chyr Fuchiao "
] |
https://doi.org/10.1108/01443579610110512
| 2,002 |
July
|
"YXUYTICiChrAqIZX3WLV6ybNxOSVI7P/TFERab/tppVGxHIdWsdESXqgGuH0gKZnZE6dIQmMGF3Koi+5YUAyje8UAPW6zlimnD9wafF2No2hfw+Ic4Ctbuim+JAMB0mYhpM1PqyUnnY2hNtpBif2M43HCAp+U7GATmPen9sbVm8="
|
10.1108/01443579610113979
|
<jats:p>Proposes a virtual cellular manufacturing approach to implementing cellular manufacturing systems that combines the set‐up efficiency typically obtained by traditional cellular manufacturing or group technology systems with the flexibility of a job shop. Unlike traditional cellular systems in which the shop is physically designed as a series of cells, cells are formed within a shop utilizing a process layout using scheduling mechanisms. The result is the formation of cells that are temporary and logical (virtual) in nature, allowing them to be more responsive to changes in demand patterns. Simulation runs comparing this approach to production using traditional cellular and job shop approaches indicate that this new approach yields significantly better shop performance over a range of operating conditions.</jats:p>
|
Cellular manufacturing using virtual cells
|
[
"Kannan Vijay R. ",
"Ghosh Soumen "
] |
https://doi.org/10.1108/01443579610113979
| 2,002 |
July
|
"XPoQbIijkBrAGMV/XSkds3bf0uX1M7H7WEVWKF/h55pNxB4NWoBMC/SkuyGww6bv0k+VjBmMmg+aou2s5WoYBW0WJEQR51ymgLx00RgmdeXlfhvAQwOoBdi8/hoYBZuZlpc135im1D7WRNtpBqc2B4/OHCx/ViGwbL/WhdMaVi8="
|
10.1108/01443579610114121
|
<jats:p>In stochastic inventory management, when calculating the safety stock necessary to ensure a service level, use of the partial expectation function, which is tabulated in the normal demand case, is popular. Using these values, it is possible to calculate the safety stock necessary for the average of the items not served by cycle to reach the desired level. Analyses the use of a conditional probability distribution to ascertain the safety stock necessary to guarantee, when stockout occurs, that the average of the number of items not available equals a predefined value.</jats:p>
|
How many units will be short when stockout occurs?
|
[
"Adenso‐Díaz Belarmino "
] |
https://doi.org/10.1108/01443579610114121
| 2,002 |
July
|
"c+UMTLLimtjSPKcZ/WCV60bvZWQWB6frxxcRQbfvotxO5CBZemVcARyDO2H3sKqncIKZmQuMCk/Lomm5Y3I5C60WgOSw51CMnL4waPimcpWh/jfIdoGuYlwmvtAORnKYgqM3vDYWlH+g0f9hEES2M83vCS5+G7O1fmrWn8UDdn4="
|
10.1108/01443579610119117
|
<jats:p>Over the past decade two approaches, just‐in‐time (JIT) and theory of constraints (TOC), for designing and operating production lines have developed, each claiming to be the “correct” way. In addition there are still those who maintain that line balanced (whenever possible) is the optimal method. This study uses simulation to compare each of these approaches for designing and operating production lines under various levels of processing time variability, station downtime, and total system inventory. Not surprisingly, the JIT approach appears to work best when system variability is low. The TOC approach works best when system variability is high. This shows that lines designed using TOC principles perform significantly better than JIT lines when inventory is low, and JIT lines perform significantly better than TOC lines as inventory is added to the system. The traditionally balanced line did not perform best under any of the conditions used in this study.</jats:p>
|
A comparative study of line design approaches for serial production systems
|
[
"Chakravorty Satya S. ",
"Brian Atwater J. "
] |
https://doi.org/10.1108/01443579610119117
| 2,002 |
July
|
"cNNYXDyimdrhmEdVTWId+xfTdPW3I4HvTFEwOPfp1ZQMgApbYsBNHnywuyG1wabnlI69jbGMmlvLqumoY0AwJewUMeS7zVmmvLZw4Zm3M9nhewvqUwKcD9y4vJocRAqYy5I1vbiUlna2xNvhxqc2I4/ACC3/U4IwfiPWFdObVho="
|
10.1108/01443579610151760
|
<jats:p>Notes, in recent years, an increase of interest in the field of service parts inventory ‐ particularly in the computer industry. Explains that the computer industry is a highly competitive industry; products have to be repaired as quickly as possible, since slow repair can lead to loss of future business to competitors with better service reputations. Maintains that a good reputation is therefore closely linked to the availability of spare parts on the market. Using a real‐life case study, elaborates on the management and control of service‐parts inventory and gives a brief overview of the contemporary literature on the subject. Presents the solution approach adopted and the results of the study, which indicate that significant savings can be realized through good management of service‐parts inventory.</jats:p>
|
Inventory management of repairable service parts for personal computers
|
[
"Ashayeri J. ",
"Heuts R. ",
"Jansen A. ",
"Szczerba B. "
] |
https://doi.org/10.1108/01443579610151760
| 2,002 |
July
|
"UvAIXICiqtrwDLcfDSIV6wb3dO93AYPrRgMyHDn3otTW5DIJWkBNEfqgmyP18aSrNEqZjTGM2M/Lqm2Nc0R4Be2WgKQ4x1iulr+wKZi2Zt2hXQHoEgKOSVy0/pieDK+Yp/k1nqCWlVZeyN9lly82As3mXC5+U7IxXGrWhtuLVhs="
|
10.1108/01443579710167267
|
<jats:p>Reviews the literature of purchasing and transportation management to identify factors in the purchasing and transportation processes that influence a firm’s ability to reduce total cycle time. Presents a model of these factors to establish a framework for guiding research into comprehensive, systematic approaches to total cycle time reduction. In addition, the total cycle time model serves as a blueprint for practitioners in evaluating, in specific organizations, the effect of the purchasing and transportation processes on total cycle time. Although much of the research reviewed herein dates to the early 1980s its consideration as part of a comprehensive, systematic examination of the total cycle time concept is new.</jats:p>
|
The role of purchasing/transportation in cycle time reduction
|
[
"Ng Billy ",
"Ferrin Bruce G. ",
"Pearson John N. "
] |
https://doi.org/10.1108/01443579710167267
| 2,002 |
July
|
"8FNcTI6isprQuOffBWKX+2/3VeL0E+fTQhVwavf/pJfO9FIdesBcC36kOiX1wKbj0Q35RBmMmM9pi22JUEFRtf0WAWW5z1iOhD/66NAmf8ylORioM+KOLdy0/JINB8+Yp/M1H7mWlRY+zNtgBqY2go/CDi7+VpM6TmbWvLMbVic="
|
10.1108/01443579710171055
|
<jats:p>Discusses issues associated with the subcontracting of manufacturing activity within the supply chain for electronics assembly products. The principal focus of the work is the operational issues surrounding the organization, management and control of the subcontract process, but related issues and research streams are also considered. Some of the operational issues are placed within the context of current practice by presenting case studies of two small to medium‐sized manufacturing enterprises (SMMEs) in the electronics assembly sector which use subcontract manufacture. The approaches of the two companies to the management and control of the process are compared and contrasted, and mapped onto generic models. This work is considered timely because of the increasing importance of the subcontracting of manufacture within the supply chain, and because of the lack of supporting theoretical and practical work. It identifies key issues which need to be addressed by academic researchers and by industry practitioners in the pursuit of world class manufacturing ideals, as part of a process of concentrating on core competencies and expertise.</jats:p>
|
Subcontracting within the supply chain for electronics assembly manufacture
|
[
"Webster M. ",
"Alder C. ",
"Muhlemann A.P. "
] |
https://doi.org/10.1108/01443579710171055
| 2,002 |
July
|
"0NNITIiisJqgrOV1XWZd+yb3UOb1M/PbSwNyWDv7mZxM9FYZWwJdCmawmmt1w6TukA7ZBBGMmQ9rsmWN4VDYhc2UB4U87VjOgj+6YZg3fc2BSQjAE4KqKdi0/pocBK+Ivss13uiSlVdujdtlBqeyCo/DWiBuULEwTmLWtpsbVhg="
|
10.1108/01443579710176997
|
<jats:p>Identifies factors influencing the adaptation of manufacturing processes for international transfer. Proposes that these factors should be divided into those affecting the operation of the process in its new location, and those that influence the transfer itself. This differentiation generates three constructs which characterize a manufacturing process: appropriateness, robustness, and transferability. Individually, they inform practitioners on questions of process adaptation, location selection, training, and technology choice. Together they describe the ease with which a manufacturing process can be transferred: its fitness for transfer.</jats:p>
|
Adapting manufacturing processes for international transfer
|
[
"Grant E.B. ",
"Gregory M.J. "
] |
https://doi.org/10.1108/01443579710176997
| 2,002 |
July
|
"0FFQfIimMxrgtMfV7WIdueTfxPF9M/PbUlVyehv/5J/O0BMdUoBMGGyEOur1g6bnkg7ZDTGM2w0gImmtQUCYvGUeI2RS5FWskr+6IZI3L0mxjxDgk5CuLfm4/5IZBouYx4M1z9qTlRSKzZNwBqeWgo/C2ixvVoGwXM/XnTkbFhg="
|
10.1108/01443579710177013
|
<jats:p>A firm’s ability to win orders on the market depends on its competitiveness. A competitive firm wins orders on the market, which has a positive impact on its sales performance. Order‐winning criteria are those criteria that make a difference to the customer when he decides between qualified offered products. The selling and the buying actors may have the same or different ideas about what constitute these order winners, and they may also differ in their evaluation of the competitive strengths of a firm. Analyses the selling and buying actors’ perceptions of order winners and competitive strengths as the degree of fit between these perceptions. A good fit means that the two actors agree on order‐winning criteria and the firm’s competitive strength on these criteria. It is expected that a good fit relates to a positive sales growth of the selling firm’s product. Analyses different situations of fit and misfit for the ten product families of four small manufacturing Swedish firms, and shows how these situations relate to the sales patterns of the product families. The results reveal that a good fit is related to a stable economic development of sales, while two different situations of misfit may lead to a decline in or an expansion of sales.</jats:p>
|
The firm’s and its customers’ views on order‐winning criteria
|
[
"Åke Hörte Sven ",
"Ylinenpää Håkan "
] |
https://doi.org/10.1108/01443579710177013
| 2,002 |
July
|
"03fIWALio/qwyOd/D2KV2wxdReD0E6FrTgErYbf9s91WMBJVekJMmLqBue3wwrbL0YbNCDmcnB9JqHm5YFBwLcWdE+T6/lCOgPnqyZu2ttWp6xSoF7OQL+ywr5uPTrbYpvs1GvCahUTWVLtpAyaWAqXD3ihvUZMwbuMUnPQZBjg="
|
10.1108/01443579710182936
|
<jats:p>In industrial management, the 1980s marked the end of the twentieth century, an epoch dominated by US manufacturers, the alleged masters of mass production. This system has now been outstripped in several dynamic sectors by flexible/agile production. Increases in the pace of technological progress, training and aspirations have made the modern context so dynamic that firms which manage to harness the creativity and initiative of a good part of their workforce have an advantage over those that can only count on the input of their experts and managers. In sectors undergoing relatively broad and rapid change, twenty‐first century firms must adopt a more flexible and innovative type of organization to achieve manufacturing excellence.</jats:p>
|
From mass production to flexible/agile production
|
[
"Duguay Claude R. ",
"Landry Sylvain ",
"Pasin Federico "
] |
https://doi.org/10.1108/01443579710182936
| 2,002 |
July
|
"VOPYXgmmvn7wnNd3X2hV21f/V9d3M7P3S0Vye1Pvtv3tlBMfUoDJinaGu2swwbbjUQ6djLUMmg9u0g6sYUHYBOWUFxCSz12sh7S6oJg2PVWhaRyCshKIL5i8/IoNB92ZOts1n/CVF0xGUZdlAqeGgo/E3gl/V4MwSLvXhdMbRjs="
|
10.1108/01443579810177067
|
<jats:p>Looks at the improvement initiatives which companies implement in operations, in the areas of design, supply and production. A number of initiatives are considered, including design computerization, flexible automation, linkages with suppliers and JIT. In the literature these initiatives have been given different names, such as technical and organizational innovations or best manufacturing practices. Using survey data, the paper examines the question of the existence of different sequences followed by companies to innovate their operations. A sample of 125 US, Japanese and Italian companies belonging to the electronics, machinery and transport industries is analysed. On the basis of the initiative start‐up year, four different sequences have been found. They are different in terms of two dimensions: one is the type of initiatives launched at the beginning, and the other is the level of selectiveness of the companies in launching the initiatives. The sequences have been labelled Hard Full Adopters, Hard Discriminators, Soft Full Adopters and Soft Discriminators. Company characteristics, such as the country of location, and context factors such as export, and length of product life cycle have emerged as discriminating factors between the sequences.</jats:p>
|
Sequences of operational improvements: some empirical evidence
|
[
"Filippini Roberto ",
"Forza Cipriano ",
"Vinelli Andrea "
] |
https://doi.org/10.1108/01443579810177067
| 2,002 |
July
|
"SNVYXgCmMprgiMd3DWPde1TXQvV1k6H7RgFwu3fnpNTmlFIdcsJMCTqEu2swkaTi9A/9DDEEmMfqGmzscUM4JPUUqUS7zFmOBL324JImf92haR7AU4Kab5i4/JorBe+YnJM1/7CSBQ7eRJthB6O0go3C2ilvVgEwBG+W3XsaFhs="
|
10.1108/01443579810193302
|
<jats:p>This paper explores the conditions under which motor component manufacturers may choose to supply car assembly plants through decentralised production in local assembly units (LAUs). The analysis is based on a case study of the decision to supply motor exhausts through an LAU where demand from the OEM company is sequenced. The case suggests that local assembly may result in significant efficiency gains. However, most of these gains flow to the OEM company, while most of the costs of local assembly flow to the component supplier. This finding emphasises the importance of trust and collaboration within supplier relationships, but suggests that significant possibilities for opportunistic recontracting may exist after the establishment of the LAU. Both supplier and OEM company should consider these possibilities when making the initial investment decision.</jats:p>
|
Local assembly units in the motor components industry
|
[
"Millington A.I. ",
"Millington C.E.S. ",
"Cowburn M. "
] |
https://doi.org/10.1108/01443579810193302
| 2,002 |
July
|
"0PHIfAKkuprwrOV/ZUoV+2b/5Of1M5PbSQFzWD/vtpzOtBoNekJEWi4E+qt90KTm8AzNBBGEmM/rom2pYUD8AOWeCMQxrXiukDm8YZo2PUiBW5ni8wKwD1i8vIqfBOmYtuM33tiSlVTejd9nEmc2Ao3T2ARuFLMwTXLWlJsaVjo="
|
10.1108/01443579810217440
|
<jats:p>Notes the importance of strategic objectives to facilitate the development of competitive advantage in specific markets or market segments. Further notes the importance of the relationship between the firm’s strategies, organizational actions and performance for the development of quality‐focused performance measurement systems, based on results of a study of six firms identified as “world class” by academic and practitioner experts. Concludes with numerous recommendations regarding division and plant strategic quality objectives, quality‐focused performance measurement systems and quality‐focused performance measurement system linkages.</jats:p>
|
Quality‐focused performance measurement systems: a normative model
|
[
"Lockamy Archie "
] |
https://doi.org/10.1108/01443579810217440
| 2,002 |
July
|
"UhNcXgjivPqASOd3X2sd+gb3x+NVc5PrThFy9Jf/9r18RBsdUgDNmnqQu2PVoaTr0l53yTmUmgfmuWil41roJMSUOOC47lGeivigaJAmt9Wp6Z/qU6KCI8g2rJqPRr/aB8M1vqKGEyxPwIvxEz+WgoXG2ylvU5IsTGJW3JkbZjU="
|
10.1108/01443579810217585
|
<jats:p>Considers the current status of operations management in Spain. Describes educational opportunities in the field, looks at operations management and research and concludes with a review of operations management activities at the national level, describing some activities undertaken by public authorities.</jats:p>
|
Regional report on operations management in Spain
|
[
"Ribera Jaume "
] |
https://doi.org/10.1108/01443579810217585
| 2,002 |
July
|
"VPGQbLrim56g0JcXbUMVeQffTMdzM7HLnHVyf/fn59gKwFtbEsHIWS6NK2ndg6arMw7XrUGEyBPtom2NZ0jShOQcgeScz1j8kPVoIJIj/5WheQTgEsO4Mdho/EocBI/c9NqVlLyZg3bmYN9jFrdGIo/BGCl795E0TH7VzZEcdhI="
|
10.1108/01443579810217594
|
<jats:p>Reports on the current operations management situation in Italy. Includes a brief historical review looking back to the 1950s. Considers the development of research and education in the field since the 1980s. Gives listings of key institutions, personnel and events relating to operations management in Italy.</jats:p>
|
Operations management in Italy
|
[
"De Toni Alberto ",
"Filippini Roberto "
] |
https://doi.org/10.1108/01443579810217594
| 2,002 |
July
|
"2NUIfgqmujqAGLF1b0WVeUf3xNR/U5HrzkV2+Pfv7pBA4DJdU8LMmW7Ba2v1gKCrUY+b6SGOEJOrumiB40HSBO0UgGO4Zki8kvVmKJTmY9Wj6R7AE+OZN9j4tVscBauZoNOVlbCDgF7sRZdi1rbnIo/lnCr6c5EwBD7U1JG4NjM="
|
10.1108/01443579810217602
|
<jats:p>Looks at the development of operations management in Pakistan. Notes that 85 per cent of manufacturing companies in the country are small‐ and medium‐sized enterprises (SMEs) with the remainder being branches of multinationals and their affiliates. Considers some of the problems encountered by SMEs in Pakistan, such as lack of trained manpower and insufficient technological capability.</jats:p>
|
Development of operations management in Pakistan
|
[
"Raouf Abdul "
] |
https://doi.org/10.1108/01443579810217602
| 2,002 |
July
|
"QWOgTJimlr6AyYV2j2cV+0b14Of3MbH7QhF3LVfrvB3GxBpNWsJIW/rQimv8BK6rkQ/ZjBGI2h+qKy0vUVYSRYeUh2Cazlj+ivFgqsKna9Sp6T7gkuOYJ9z1vFqcRa+5JlsdHZqHknZKIRPhBye2KI3knijpRpnwRDNWnZMfdhM="
|
10.1108/01443579810217639
|
<jats:p>States that operations and production management is deeply rooted in Brazilian education where the first course in production engineering dates from 1958. Considers the nature of publications in the field during the 1990s. Notes that the research focus in Brazil is currently on areas such as the new globalised economy and the environment.</jats:p>
|
Regional report ‐ Brazil and Latin America
|
[
"Fleury Afonso "
] |
https://doi.org/10.1108/01443579810217639
| 2,002 |
July
|
"XIqYfpimnVqg2MF3TUsReUftZNY3I5PbVlF6atvv/JhEkFJfQ8DNyG6USyP94bSq0A7dobmMmBOtA2ypQ1kaJv2UiOQYj1jskbYiqJp3zsyhaR7CUsOgN5i4rQoYBKuZ55s1F7qDhm7j5dvxNqe2Io/EHAhrdhmkRD7XndsaFjk="
|
10.1108/01443579810225522
|
<jats:p>In recent years it has become evident that the success of an organization depends on its ability to understand and manage its processes in order to meet customer requirements. Both business process reengineering (BPR) and project management are commonly advocated as means of improving these processes. The aim of this paper is to highlight the potential benefits of using formal characterizations of the business process in support of BPR. A case study is used to show how ideas that underpin the computer‐based representation of mechanical products can be applied to business processes.</jats:p>
|
A characterization of a business process
|
[
"McKay Alison ",
"Radnor Zoe "
] |
https://doi.org/10.1108/01443579810225522
| 2,002 |
July
|
"pPMIbIqiENrBGPO/X2oJY0fTZcc1M/N3VAVyVpd/uJHNYFIZSoJNGHa0u2HxwKTilY7drRGMmAeB2+3s7EgYnO0XoUZYw9isBr+yoJE2Z83h+wjiE4KLS8qy5RCdR56Zies3nsq6hX1mBZ9lFm+Ggo2OXi1u0yC8jHKVDrMbFjw="
|
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