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  • Articles  (44,276)
  • Other Sources
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  • 2000-2004
  • 1995-1999  (19,407)
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  • 1
    Electronic Resource
    Electronic Resource
    TQM: Implications for Training (1994)
    Bradford : Emerald
    Training for quality 2 (1994), S. 4-10 
    Details
    ISSN: 0968-4875
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Focuses on the major issues for training and development in anorganization: developing an organization culture; the need for focusedtraining; training content; TQM for the training section; trainingproviders; the timing of training and induction programmes. Draws oncase study experience from Western Australian companies who haveintroduced TQM.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/EUM0000000003959
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  • 2
    Electronic Resource
    Electronic Resource
    The Visible Impact of Quality (1994)
    Bradford : Emerald
    Training for quality 2 (1994), S. 15-17 
    Details
    ISSN: 0968-4875
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Describes a very simple quality project to improve access to informationwhich is important to the company. Despite the simplicity of theproject, it affected all staff and therefore had considerable impact,promoting the perception of quality as a fundamental part of all aspectsof company life at any level. The project was undertaken three yearsinto the quality programme and assisted greatly in renewing interest ata time when indifference might have set in. It encouraged are-examination of other aspects of long accepted practice and as suchwas a marketing achievement for the ongoing quality improvementprogramme.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09684879410074472
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  • 3
    Electronic Resource
    Electronic Resource
    Benchmarking for Best Practices in Employee Development (1994)
    Bradford : Emerald
    Training for quality 2 (1994), S. 28-33 
    Details
    ISSN: 0968-4875
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Examines three market leaders, referred to as RST, XYZ and ABC, andshows their understanding of the quest for quality and the management ofemployee development. The evidence is that continuous improvementpractices are a tribute to the "West" in the face of the Japanesechallenge.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09684879410056201
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  • 4
    Electronic Resource
    Electronic Resource
    Empowerment, using skills and competence management (1999)
    Bradford : Emerald
    Empowerment in organizations 7 (1999), S. 27-32 
    Details
    ISSN: 0968-4891
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Nowadays in order to contribute to the competitive strength of the organization empowerment is seen as a useful tool. But the organization must know what it wants to empower. Therefore it must be able to map the desired skills and competence levels for the workforce and to compare these with the actual situation. This article gives an overview of how to set up skills and competence management.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/14634449910271429
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  • 5
    Electronic Resource
    Electronic Resource
    Constitutive meaning and aspects of work environment affecting creativity in Lebanon (1999)
    Bradford : Emerald
    Empowerment in organizations 7 (1999), S. 47-55 
    Details
    ISSN: 0968-4891
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This paper seeks to investigate the constitutive meaning of creativity as a construct through the relation between creativity and other constructs and to assess the possible effects of organizational climate on managers' creativity in Lebanon. The present study examines the construct validity of the KEYS instrument in order to gain further insights into the factors stimulating or hindering creativity in Lebanon and to create an environment infrastructure that encourages and reinforces creativity in developing countries.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/14634449910277793
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  • 6
    Electronic Resource
    Electronic Resource
    Value innovation perspective in Indian organizations (1999)
    Bradford : Emerald
    Empowerment in organizations 7 (1999), S. 88-103 
    Details
    ISSN: 0968-4891
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This paper presents some of the major learning points of a study in innovation practices in Indian organizations. It explains the current concerns and imperatives of Indian organizations since the liberalization, privatization and globalization processes started in 1991. We attempt to formulate the logical distinctions between different clusters and hypothesize the phenomenon of innovation. We identify the innovative outcomes and the constraining forces. A model is proposed to understand the strategic implications. Value innovations require an organizational commitment to create a strong momentum for inside-in changes and the deeper the commitment, the more likely organizations are to advance in bringing inside-out value creating outcomes and attaining superior positions in the competition pace.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/14634449910283561
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  • 7
    Electronic Resource
    Electronic Resource
    The influence of affirmative action on SMME culture in South Africa (1999)
    Bradford : Emerald
    Empowerment in organizations 7 (1999), S. 148-162 
    Details
    ISSN: 0968-4891
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This paper explores the impact of affirmative action on the culture of small business enterprises in South Africa. The functions of organizational culture are explored and utilized to reach a deeper understanding of the desired impact of affirmative action. Managers are identified as holding key roles as change agents. Recommendations include managing change from a culture perspective directed at creating participative management processes and shifting the enterprise's essential values.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/14634449910298222
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  • 8
    Electronic Resource
    Electronic Resource
    Beyond technical competence: the fundamentals of flexibility (1999)
    Bradford : Emerald
    Empowerment in organizations 7 (1999), S. 194-200 
    Details
    ISSN: 0968-4891
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Discusses flexibility and the ability to adapt as an essential attribute of leadership that is beyond technical competence. Defines flexibility as a process of continually examining situations and, when warranted, quickly adapting to changing circumstances. Examines the power of flexibility as it relates to changes in science, medicine and business practice. Defines flexibility as a tool to be used only by the brave and not as a shield for cowards who fear the harsh realities of decision making. Depicts flexibility as an essential behaviour that promotes and supports quality leadership. Provides guidance, techniques and examples that can be used to enhance leadership skills. Establishes a sound philosophy to increase the probability for long-term success and professional fulfillment. Includes quotes from contemporary as well as historical leaders.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/14634449910298178
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  • 9
    Electronic Resource
    Electronic Resource
    Empowerment in small businesses (1999)
    Bradford : Emerald
    Empowerment in organizations 7 (1999), S. 180-193 
    Details
    ISSN: 0968-4891
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The concept of empowerment has received a great deal of attention in recent years. However, the empowerment knowledge base is predominantly large company-oriented with little evidence of understanding what empowerment means in a small business context. It is inappropriate to treat the small firm as a microcosm of a large organisation. The small business is qualitatively as well as quantitatively different and this article propounds that it is questionable whether the concept of empowerment and its various dimensions as portrayed in the literature are readily transferable to small businesses. It is suggested that empowering management approaches are key features of successful growth-oriented small firms but the current body of empowerment literature fails to encapsulate the idiosyncrasies and informalities of the small business operation, and thus convey understanding of the unique and novel forms of empowerment which facilitate sustainable development. Case study insight is used to support these propositions.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/14634449910298169
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  • 10
    Electronic Resource
    Electronic Resource
    The impact of the Internet on the role of travel consultants (1999)
    Bradford : Emerald
    Empowerment in organizations 7 (1999), S. 213-226 
    Details
    ISSN: 0968-4891
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This paper discusses the attitude and views of travel consultants on the impact of Internet related technologies on their future employment and their abilities to cope with the threat of dis-intermediation. The authors anticipate that changes in the travel distribution process brought about by the Internet and other technologies will result in retail travel agencies experiencing lower business volume and hence difficulty in maintaining business viability. Against this background, a number of questions need to be addressed. What is the attitude of consultants towards new technologies in travel distribution? Are travel consultants prepared to meet the new challenges? What will be the role of travel consultants? Using a survey of 102 travel consultants, the paper shows the lack of awareness and negative attitude displayed by travel consultants in this rapidly changing distribution environment. The paper further suggests measures and training programs that could be undertaken to address the situation.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/14634449910303595
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  • 11
    Electronic Resource
    Electronic Resource
    Issues and challenges in the positioning of service brands: a review (1999)
    Bingley : Emerald
    The @journal of product & brand management 8 (1999), S. 106-118 
    Details
    ISSN: 1061-0421
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: In recent years, increasing attention has been paid to positioning and, more specifically, positioning of service brands. This is so because of the unique characteristics of services. Although some authors argue that there are no marked differences between positioning in services and that of physical goods, the vast majority of marketing scholars believe that it is difficult to embark on positioning strategies in services. Sheds some light on this issue within the context and aims to contribute to the debate.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/10610429910266968
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  • 12
    Electronic Resource
    Electronic Resource
    Microeconomic analysis-based comparative evaluation of brands (1999)
    Bingley : Emerald
    The @journal of product & brand management 8 (1999), S. 119-131 
    Details
    ISSN: 1061-0421
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: A brand is a kind of sign by which we can distinguish one commodity from another. Commodity prices, as well as consumers' utility and firms' profit, are affected by brands. Presents a theoretical framework that incorporates aspects of brand in microeconomic analysis. The theory developed makes it possible to infer the quality of differentiated products from the price distribution of the second-hand market for that product. A case study illustrates the workings of the methodology; the application evaluates the quality of the Japanese motorcycle manufacturers.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/10610429910266977
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  • 13
    Electronic Resource
    Electronic Resource
    Strategies for building consumer brand preference (1999)
    Bingley : Emerald
    The @journal of product & brand management 8 (1999), S. 130-144 
    Details
    ISSN: 1061-0421
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The marketer's principal objective is typically to build a relationship with buyers, rather than merely to make a single sale. Ideally, the essence of that relationship consists of a strong bond between the buyer and the brand. Outlines six strategies for building that relationship: linking the brand to a particular need; associating it with a pleasant mood; appealing to subconscious motives; conditioning buyers to prefer the brand through reward; penetrating perceptual and cognitive barriers to create preference; and providing attractive models for buyers to emulate. The choice of an individual strategy or combination depends mainly on the nature of the branded product or service. The success of the strategy depends heavily on the marketer's understanding of the preference building and bonding process.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/10610429910266986
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  • 14
    Electronic Resource
    Electronic Resource
    Taking Quality to Japan (1994)
    Bradford : Emerald
    Training for quality 2 (1994), S. 4-6 
    Details
    ISSN: 0968-4875
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Japan has become a signatory to the whole concept of worldwide standardsat ISO 9000 level but it appears that the complexities of the standardand its application have not always translated well into Japanese.Describes how a UK-based international TQM consultancy has worked inJapan, surmounting the language barrier and accommodating to Japanesestyles of negotiation and management, to present a series of intensivecourses to representatives of electrical appliance manufacturers and thenational certification body-the Japanese Electrical Test Laboratory.Concludes that, having committed themselves to ISO 9000 certification,the Japanese are certain to achieve it.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09684879410056157
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  • 15
    Electronic Resource
    Electronic Resource
    Total Quality and the Human Resource Professional (1994)
    Bradford : Emerald
    Training for quality 2 (1994), S. 29-34 
    Details
    ISSN: 0968-4875
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Interest in the total quality concept has been gaining considerablemomentum within North America. Total quality, which is founded on thebelief that organizations can succeed by meeting the needs of theircustomers, has traditionally been a concern of line management. However,specialists in the area of human and industrial relations have beenespousing some of the concepts touted by total quality converts for someyears. Participation by these individuals in the implementation of atotal quality approach can only help in this regard.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09684879410056210
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  • 16
    Electronic Resource
    Electronic Resource
    Assessing Total Quality Training in Wales (1994)
    Bradford : Emerald
    Training for quality 2 (1994), S. 13-21 
    Details
    ISSN: 0968-4875
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Presents survey results of training for quality in manufacturingcompanies in Wales. Six geographical areas - Cardiff, Newport, Swansea,Llandudno, Shrewsbury and Llandrindod Wells, in Wales, were selected forinvestigation. A high response rate indicates a "renaissance" in qualityin manufacturing in Wales. Quality is recognized by many organizationsin Wales and results show that companies are beginning to addresstraining in quality requirements. The Wales Quality Centre is used by alarge percentage of the companies surveyed.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09684879410064347
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  • 17
    Electronic Resource
    Electronic Resource
    Managing for Total Training Quality (1994)
    Bradford : Emerald
    Training for quality 2 (1994), S. 11-14 
    Details
    ISSN: 0968-4875
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: As employers have recognized the potential impact of training schemes toincrease organizational productivity this had led to an expansion ofcompetence development programmes. Although one could reasonably expectthis increase to be accompanied by the introduction of sophisticatedtraining evaluation systems this has not occurred. Traditionalapproaches such as direct assessment of employee knowledge, attitudesand skills are still prevalent. Proposes an alternative evaluationmodel which draws on concepts associated with total quality management.The evaluation is extended to cover assessment of: employeesatisfaction; satisfaction of the employee's superior; persons to whomthe employee provides outputs; and the organization's externalcustomers. Describes application of the model during all phases of thetraining programme design through to delivery of training. Examines theimplications of the model in organizations which have adopted totalquality management.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/EUM0000000003960
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  • 18
    Electronic Resource
    Electronic Resource
    Marketing causes and implications of consumer confusion (1999)
    Bingley : Emerald
    The @journal of product & brand management 8 (1999), S. 319-342 
    Details
    ISSN: 1061-0421
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Explores the concept of consumer confusion; what causes it, how consumers react to it and how marketers can influence it. The focus proposed differs from previous work by integrating the notions of stimulus overload and stimulus similarity as well as acknowledging conscious and unconscious confusion. The marketing determinants of confusion are classified and an inventory of confusion reduction strategies is discussed. Examines the marketing and policy implications of confusion, presents a checklist for brand managers to use when conducting a confusion audit and highlights areas for future research, especially into measurement of the concept.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/10610429910284300
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  • 19
    Electronic Resource
    Electronic Resource
    A model for determining price markdowns of seasonal merchandise (1999)
    Bingley : Emerald
    The @journal of product & brand management 8 (1999), S. 352-361 
    Details
    ISSN: 1061-0421
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Retailers of seasonal merchandise often face the problem of selling a fixed inventory over a short selling season. For a small retailer, with a sunk investment in inventory, a major objective is revenue maximisation. This paper is concerned with the provision of decision support for the tactical problem of dynamically marking down the price of seasonal merchandise in order to increase/maintain revenue. A heuristic procedure is developed for quickly identifying, and highlighting for review, items which are "slow selling" and "economically viable for price markdown". It is shown how a retailer can use such information in determining the timing and magnitude of price markdowns.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/10610429910284328
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  • 20
    Electronic Resource
    Electronic Resource
    An empirical study which compares the organisational structures of companies managing the World's Top 100 brands with those managing Outsider brands (1999)
    Bingley : Emerald
    The @journal of product & brand management 8 (1999), S. 402-415 
    Details
    ISSN: 1061-0421
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Contains the results of a quantitative research study which compared the organisational structures of the World's Top 100 brand companies with those of less successful companies, referred to in this article as Outsider brand companies. Identifies that whilst the type of organisational structure may not be seen as a determinant of brand success, perceptions of whether the organisational structure was right for them, were. In other words, managers of brands need to feel that the organisational structure allows them to manage in the way they consider necessary to deliver brand success. In some instances this might mean an authoritarian style of management through a hierarchical organisational structure and in others, it might mean a more democratic style of management through relatively flat organisational structures. The results are discussed in the context of brand management theory and practice and the postmodern paradigm shift regarding organisational structure.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/10610429910296000
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  • 21
    Electronic Resource
    Electronic Resource
    EC steel prices and imports: impact of imports from Eastern Europe (1999)
    Bingley : Emerald
    The @journal of product & brand management 8 (1999), S. 443-454 
    Details
    ISSN: 1061-0421
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: As might be expected, steel product prices fell during the recession of the early 1990s. Between 1990 and 1992, steel prices fell by about a third. As the economies of the EC recovered from the recession from early 1993, steel prices rose but by mid-year it was clear that the increase was much below what was expected. It soon became clear that expected price rises were being mitigated by rising imports from Eastern European countries. This paper considers the process of steel price determination in the EC and the effect of cheap imports on EC prices. It shows that unregulated and relatively cheaper imports from the Former Soviet Union and Central and Eastern European countries indeed had a more depressing effect on EC prices by raising supply than would have been the case otherwise.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/10610429910296046
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  • 22
    Electronic Resource
    Electronic Resource
    Leadership in change and the wisdom of a gentleman (1999)
    Bradford : Emerald
    Empowerment in organizations 7 (1999), S. 5-14 
    Details
    ISSN: 0968-4891
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Resistance to change is a centerpiece in the traditional change agenda. The author argues that resistance to change is not a basic part of our make-up and he uses the example of his grandfather's life to provide examples of the many dramatic changes that have successfully impacted on people's lives during the twentieth century. The author outlines the leadership inadequacies that result in change initiatives being rejected. Central to these leadership problems are a lack of vision, limited integrity, lack of courage, inappropriate language, limited understanding of true empowerment, and only a passing commitment to leadership as service. The argument concludes that while many modern leaders have been trained in the what and the how of change, the real problem lies in the fact that the why and the who gains remains largely mute.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/14634449910262474
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  • 23
    Electronic Resource
    Electronic Resource
    Working smarter: the impact of technology on marketer motivation (1999)
    Bradford : Emerald
    Empowerment in organizations 7 (1999), S. 56-67 
    Details
    ISSN: 0968-4891
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The variables impacting marketers' motivation to work smarter are examined. These influencing variables are the manager's venturesomeness, job challenge, effort and skill results, as well as self-esteem. The model is empirically tested using 273 responses to a questionnaire distributed to marketers using a purchased, national mailing list. The empirical tests were done using a structural equations approach and maximum likelihood estimation. The results indicate that the motivation to work smarter is directly and positively impacted by the manager's job challenge, effort and skill results, and venturesomeness. The manager's self-esteem has positive, indirect impacts on the motivation to work smarter through each of the manager's venturesomeness, effort and skill results, and job challenge. Based on these results, recommendations on how marketers can be encouraged to work smarter are made.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/14634449910277810
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  • 24
    Electronic Resource
    Electronic Resource
    Downsizing and the emergence of self-managed teams (1999)
    Bradford : Emerald
    Empowerment in organizations 7 (1999), S. 109-130 
    Details
    ISSN: 0968-4891
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This article explores the effects of downsizing and the subsequent emergence of self-managed work teams. Continuous and accelerated change has resulted in massive downsizing activities by organizations. A classical model for the planning - implementing - and design of the downsizing process is presented. Group structure and typology is presented in terms of formal versus informal groups. The impact of groups and group dynamics, the stages of group development, and impact upon effectiveness, environment, design and learning processes will be included. Attention is given to the survivors of downsizing who form the foundation of the self-managed team. Leadership demands are presented in terms of leading the survivors, ensuring commitment and managing the future. The emergence of the SMT in terms of productivity, expectations and the management of conflict complete this exhaustive review of empirical data required for action-driven organizations in a turbulent environment.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/14634449910287837
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  • 25
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    Electronic Resource
    The UK context of workplace empowerment: Debating HRM and postmodernity (1999)
    Bradford : Emerald
    Empowerment in organizations 7 (1999), S. 163-177 
    Details
    ISSN: 0968-4891
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Offers insights into workplace empowerment by concentrating on the wider contemporary (UK) context of work, conceptualising work in the on-going debates on human resource management (HRM) and postmodernity. Connections are made between theory and practice in HRM and postmodern critique, drawing on an empirical case study. Compares the postmodern motifs of consumerism and consumption, commodification and image projection and the HRM ideals of commitment, individuality and continuous development. Suggests that viewing HRM as discourse may enable a focus for, if not a reconciliation of, the debate between theoretical HRM and HRM in practice.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/14634449910298231
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  • 26
    Electronic Resource
    Electronic Resource
    Developing individual freedom to act: Empowerment in the knowledge organization (1999)
    Bradford : Emerald
    Empowerment in organizations 7 (1999), S. 204-212 
    Details
    ISSN: 0968-4891
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Empowerment, a term often misunderstood, is a synergistic process of individual development through which the base of influence in an organization is enlarged. Individual empowerment requires that the philosophy of the organization, principally enacted through its administrative system, support employees in accomplishing organizational goals. Support comes from effective and efficient managerial allocation of organizational resources. Two different organizational philosophies are presented and discussed in terms of their impact on empowerment: organizational resource conservation and organizational resource integration. Differences between the philosophies are explained through a conceptual model of preventing failure versus assuring success. Implications of each philosophy for the practice of management in knowledge organizations are discussed. These implications are based on the assumption that managerial behaviors determine how successful will be the process of empowerment.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/14634449910303603
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  • 27
    Electronic Resource
    Electronic Resource
    Advertising, Barriers to Entry and Competition Policy (1994)
    Bingley : Emerald
    The @journal of product & brand management 3 (1994), S. 51-58 
    Details
    ISSN: 1061-0421
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The controversy as to whether or not advertising impairs the efficientfunctioning of markets because it acts as a "barrier" to new firms wishingto enter a market has once again attracted the interest of the UKcompetition authorities. Looks at the advertising and barrier to entryissue as seen in a number of Monopolies and Mergers Commissioninvestigations. Concludes that the conventional negative view ofadvertising needs to be tempered by the positive role played byadvertising in facilitating actual entry, and suggests that insofar asthere are a number of other factors which may inhibit market entry it isnecessary to look at this issue "in the round" rather than from one narrowperspective.
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    Total Quality Management - The Solution to More Training in Britain?: A Survey of Small-to-medium-sized Manufacturing Firms in the North of England (1994)
    Bradford : Emerald
    Training for quality 2 (1994), S. 23-28 
    Details
    ISSN: 0968-4875
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Total quality management has become an important issue in many publicand private sector organizations. This may provide hope that trainingmay be taken seriously in Britain, Many organizations' competitivenessis seriously damaged by the lack of training, even though many expertsadvocate comprehensive training to be the foundation on which essentialimprovement programmes should be built. A survey of small/medium-sizedmanufacturing firms in the North of England showed that attitude totraining has been short-sighted and only a small percentage of firmshave adopted a total quality management strategy within theirorganizations. Fully explores the survey results.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09684879410056193
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    Achieving a Competitive Advantage through Quality Training (1994)
    Bradford : Emerald
    Training for quality 2 (1994), S. 35-40 
    Details
    ISSN: 0968-4875
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Quality is another name for customer satisfaction and the USA cannotafford to ignore its importance. Education and training are essential tothe productivity and competitive advantage of the entire country.Emphasizes the importance of quality training and suggests the keys toimplementing a quality training programme. Covers why quality trainingis necessary and the skills that employees need to succeed in theirproblem-solving and process improvement activities. Discusses the keyrequirements of a quality training programme along with Cocheu's modelsof improvement strategy and training phases. Finally includes a briefcase study of Prince Corporation and some highlights of their qualityprogramme. It all boils down to the simple truth that we cannot have aworld-class economy without a world-class workforce.
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    URL: http://dx.doi.org/10.1108/09684879410056229
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    TQM, Customer/Supplier Relations and Human Resource Management (1994)
    Bradford : Emerald
    Training for quality 2 (1994), S. 22-26 
    Details
    ISSN: 0968-4875
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Examines a Japanese-owned customer organization in Britain which hasadopted Kaizen (continuous improvement) programmes in order to discoverwhat effect this has had on the internal organization of its suppliers.With a particular interest in HRM and workforce training, uses aquestionnaire and case studies to illuminate the changes made insupplier organizations and the mechanisms which support thesedevelopments. The evidence suggests that 63 per cent of supplierorganizations studied have made changes, with the leading changes beingmade in the areas of quality management and workforce training as theyhave become more open to examination by the customer organization andwith the increased emphasis on quality. Concludes that increasingadoption of Kaizen or TQM by customer organizations has implications forpersonnel and HRM functions in supplier organizations, and that thetraditionally self-contained boundaries of companies will become lessrigid.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09684879410064356
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    Matching Appropriate Pricing Strategy with Markets and Objectives (1994)
    Bingley : Emerald
    The @journal of product & brand management 3 (1994), S. 15-27 
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    ISSN: 1061-0421
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Standard approaches to price decisions are normally illustrated asstep-by-step developments that try to group pricing issues loosely intosome format. These current approaches do not emphasize the interactionof consumer characteristics with the competitive environment of eachmarket. Describes a modified version of the Tellis Price Strategy Matrixto enable coordinated market issues and company strategies by directingemphasis on pricing issues and techniques that are appropriate andeffective, given the consumers' (or segment's) as well as the company'sobjectives, as constrained by the competitive nature of the product'smarket. By using this type of matrix as a guide, product managers canquickly evaluate the appropriate issues of concern for a given pricingdecision and then progress toward a pricing decision with moreconfidence.
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    URL: http://dx.doi.org/10.1108/10610429410061870
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    Commentary: Securing the Future of Your Brand (1994)
    Bingley : Emerald
    The @journal of product & brand management 3 (1994), S. 42-49 
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    ISSN: 1061-0421
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Offers two new practical mechanisms on how best to ensure a brand'sfuture viability: developing a key brand insurance strategy andmeasuring return on brand investments (ROBI). A key brand insurancestrategy is a defensive strategy companies should use to help combat anumber of threats a brand may face over its lifetime. This strategyallows companies to take a proactive, not reactive, stance. Measuringreturn on brand investment gives companies a simple formula for chartingtheir brand's success internally and externally. ROBI forces companiesto look regularly at their brand from several different perspectives.These two tools will ultimately help to strengthen the future of thebrand.
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    URL: http://dx.doi.org/10.1108/10610429410061906
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    Commentary: Brand Marketing the First Private National Commercial TV Station in Central Europel (1994)
    Bingley : Emerald
    The @journal of product & brand management 3 (1994), S. 37-41 
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    ISSN: 1061-0421
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Describes how, three years after the fall of the communist government inCzechoslovakia, NOVA, the first privately owned commercial televisionstation in Central Europe began broadcasting throughout the recentlyformed Czech Republic. The primary challenge was to position the newstation successfully as a clearly differentiated brand in a market whichhad never previously experienced television as anything other than agovernment-controlled commodity. The station's management sought toestablish itself with the Czech television audience as the nation'sbroadcast brand of choice by utilizing substantial numbers of Hollywoodhit motion pictures and popular US television series, as well aspresenting news shows which were significantly more irreverent andindependent than the competing government-sponsored stations. Prior tolaunch, the station management executed the most intense nationaladvertising and promotion campaign ever utilized to promote a mediaproduct in the Czech Republic.
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    Innovator Buying Behavior Over Time:: The Innovator Buying Cycle and the Cumulative Effects of Innovations (1994)
    Bingley : Emerald
    The @journal of product & brand management 3 (1994), S. 50-62 
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    ISSN: 1061-0421
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Earlier research on this topic focussed on the adoption of an innovationin isolation from other innovations. Analyzes the cumulative effects ofearlier innovations on the adoption of future innovations in the sameproduct class. It is proposed that innovators move through a series ofstages, the innovator buying cycle, driven by an internal dynamic.
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    Commentary: Gift Packaging in Duty-free Markets - Environmentalism and Brand Equity (1994)
    Bingley : Emerald
    The @journal of product & brand management 3 (1994), S. 5-7 
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    ISSN: 1061-0421
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: As the European Union issues Directives to standardize measures taken byindividual member states to reduce environmental waste in the process ofpackaging, examines the marketing of branded spirits in Europeanduty-free situations in order to determine whether consumers face aconflict between purchasing on the basis of environmental issues or the"giftability" of the product. Found that customers were more motivated byprice and brand loyalty than on packaging or green issues.
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    The Diffusion of an Innovation in Indonesia (1994)
    Bingley : Emerald
    The @journal of product & brand management 3 (1994), S. 19-26 
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    ISSN: 1061-0421
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Traces the diffusion of palm oil by a joint venture company in Indonesiaduring the early 1980s. The diffusion framework provided by E.M. Rogersis examined in this context. The author relates his personalobservations over the course of two years and arrives at certainconclusions. In keeping with Rogers' framework, characteristics of theinnovation and change agent effort were critical in the diffusion.However, Rogers' two-step model of diffusion was not relevant in thiscase. A one-step model of diffusion is recommended for the marketing ofindustrial products where knowledge of the innovation is considered tobe proprietary information and is not spread through interpersonalnetworks.
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    The Exclusive Value Principle - A Concept for Marketing (1994)
    Bingley : Emerald
    The @journal of product & brand management 3 (1994), S. 8-18 
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    ISSN: 1061-0421
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Codifies a unique marketing and valuation principle: the exclusive valueprinciple (EVP). This principle relates value creation to "psychicspace". Psychic needs can create enormous margins and other benefits.One can influence price/demand as well a create, stimulate, or helpdefine a need for a customer. Attractive margins result from psychicneeds as opposed to pure utility fulfilment. Focuses on psychic needsand relationships to price, margins, risk, value. Provides an overviewof psychic dimensions and a multidimensional characterization ofutility-psychic space. Principles and perspectives offered are useful inidentifying evaluating, targeting and focussing marketing strategy,plans and in product/service design and delivery of customer needs.Recognition of special factors related to psychological dimensions arecritical in matching products and services to needs and are fundamentalto delivering products and services in the exclusive value category thatoffer unusual opportunities for profit. Relates the principle tomargins, risk assessment, and the opportunity to garner attractiveeconomic profits. Gives overview of factors that give rise to psychicneeds, needs satisfaction, and opportunities for market exploitation.Discusses factors that affect the application of the EVP. Givesguidelines useful to determine if the EVP will be of value to your firm.
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    Managing Beauty - Products and People (1994)
    Bingley : Emerald
    The @journal of product & brand management 3 (1994), S. 27-38 
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    ISSN: 1061-0421
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Uses a qualitative research method (depth interviews) to examine themultidimensionality of beauty and then uses a quantitative researchtechnique (factor analysis) to propose a scale to measure beauty. Basedon the results from these procedures, concludes that beauty is certainlymore than skin deep. Physical attractiveness may be the initialcriterion on which people evaluate beauty but the evidence indicatesthat values, habits, personality, and behavior are the "soul? of beauty– essential ingredients in the creation of a truly beautiful person.
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    Product Development with a New Technology:: Lessons from the America's Cup (1994)
    Bingley : Emerald
    The @journal of product & brand management 3 (1994), S. 39-50 
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    ISSN: 1061-0421
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The 1992 America's Cup featured 12 competitors from ten countriessailing high technology boats at an early stage of development. Thecontest provides a dynamic model of patterns of international hightechnology competition. Utilizes the America's Cup campaign as a casestudy to illustrate lessons for product design in early stages oftechnological development in international arenas.
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    Faculty Internships:: A Means to Bridge the Academician/Practitioner Gap (1994)
    Bingley : Emerald
    The @journal of product & brand management 3 (1994), S. 15-30 
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    ISSN: 1061-0421
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Faculty internships in business organizations are becoming a popularmeans to satisfy the criticism that too many business professors lackrecent, relevant experience. Offers encouragement to, and reasons for,marketing educators and business people to consider seriously facultyinternships as a means to bridge the gulf between marketing educationand business practice. Discusses how faculty internships should bestructured and implemented and the advantages, as well as problems, ofinternships for academic institutions, firms, professors and students.Uses the author's recent experience as a faculty intern in a well-knownpackage goods company as an example and discusses lessons learned fromthe experience. Provides observations on differences between thecollege world and the corporate world.
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    Do Unmentionable Products Still Exist?: An Empirical Investigation (1994)
    Bingley : Emerald
    The @journal of product & brand management 3 (1994), S. 5-14 
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    ISSN: 1061-0421
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Unmentionable products are those that are considered to be offensive,embarrassing, harmful, socially unacceptable, or controversial to somesignificant segment of the population. Examples of these productsinclude personal hygiene products, cigarettes, and even fur coats.Describes empirical research, based on a cross-sectional survey of 248subjects, which provides a taxonomy of these products. Objectives ofthe research were to determine if unmentionable products still exist;and to assist brand marketers with market strategies. Two key factorswere found to group unmentionable products together: level ofcontroversy/harm; and level of communication. There were two groups ofunmentionable products based on this classification:controversial/harmful and public communication; and beneficial andprivate communication. Certain products were not unmentionable.Managerial implications include careful target market segmentation,particularly for controversial/public products. For beneficial privateproducts, high quality and accurate information is critical.Unmentionable products still exist after 14 years, and both the conceptitself and the determining factors are timeless, even though specificproducts will change over time.
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    Patents: A Managerial Perspective (1994)
    Bingley : Emerald
    The @journal of product & brand management 3 (1994), S. 44-54 
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    ISSN: 1061-0421
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Patent law is a topic that seems to frighten many managers, who seem tohave largely abdicated the topic to engineers and attorneys. Presents anoverview and analysis of patents to help educate managers on this topic.Discusses patent application, patent strategy, patents and the marketingmix, and patent control.
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    Commentary: Marketing Research Pitfalls in Product Development (1994)
    Bingley : Emerald
    The @journal of product & brand management 3 (1994), S. 66-69 
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    ISSN: 1061-0421
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: In the product development process, marketing research is often usedinappropriately. To be useful, marketing research must be focussed onquestions to which the answers improve decision making; and marketersshould realize that marketing research may do more harm than good whenprospective customers do not yet know what they want, which is often thecase. Furthermore, too many companies waste time and money inquiringinto customer needs and wants and product performance criteria that areperfectly obvious.
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    Product Piracy:: The Problem that Will not Go Away (1994)
    Bingley : Emerald
    The @journal of product & brand management 3 (1994), S. 55-65 
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    ISSN: 1061-0421
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The phenomenon of product piracy, when examined against differentcultural, social and developmental needs, may result in a moderation oftraditional moral judgments that have tended to deprecate piracy atevery conceivable opportunity. Outlines the magnitude of product piracy,notably in the Asian region, presents a delineation of the relevantterminology, discusses strategies used in preventing product piracy andexamines alternative views on the ethics of the practice.
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    Branding Food Endorsement Programs:: The National Heart Foundation of Australia (1994)
    Bingley : Emerald
    The @journal of product & brand management 3 (1994), S. 31-43 
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    ISSN: 1061-0421
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Reviews the Australian National Heart Foundation's "Pick the Tick" foodendorsement program. The program is seen by the Foundation as part ofits mission to promote the kind of healthy living that is conducive toimproving the heart health of all Australians and reducing disabilityand premature death from heart and blood vessel disease. In this articlethe program is not evaluated in those terms but in terms of what isrequired for a successful brand in a marketplace. The program is shownto possess the attributes associated with a successful brand. As such itdemonstrates that promotion programs themselves can be branded. Alsodemonstrates an interesting extension of marketing techniques developedfor soap and subsequently extended to most product types, to the fieldof social marketing by a not-for-profit organization and specifically tothe promotion of an important aspect of public health.
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    The application of airline yield management techniques to a holiday retail shopping setting (1999)
    Bingley : Emerald
    The @journal of product & brand management 8 (1999), S. 61-72 
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    ISSN: 1061-0421
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Most airlines utilize a revenue maximizing technique called yield management (YM), which allows the airlines to allocate their fixed capacity of seats to various fare categories in the most profitable manner possible. The discriminatory pricing goal is to sell only non-discounted seats to the business travel segment. Suggests that yield management techniques may also be appropriate in certain retail settings where capacity (i.e. product inventory) is not necessarily "perishable" in the same sense as unsold seats on an airline flight however, its value may decline with the culmination of a well-defined shopping period (e.g. the "Christmas holiday" shopping period). Examines how knowledge of customer price sensitivity as it pertains to this shopping period, coupled with the appropriate use of discount pricing, can maximize the revenue gained from sales of a seasonal product associated with a specific holiday.
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    Time-based zones: an alternate pricing strategy (1999)
    Bingley : Emerald
    The @journal of product & brand management 8 (1999), S. 73-82 
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    ISSN: 1061-0421
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Service industries, such as public bus transport, are time-bound, which makes it impossible to inventory their service output. The potential revenue from an empty seat on a bus is lost for good once the service run is complete. Conversely, when demand for a seat on a service run exceeds supply, the revenue is also lost. As public bus transport has a high fixed to variable cost ratio, these demand and supply imbalances have a significant impact on cost recovery performance. Addresses a number of factors that influence the cost recovery performance of public bus transport using data from one of Australia's largest operators. It considers the shortcomings of current fare price structures and how these may be changed to reflect operational cost drivers in a way that improves cost recovery performance. The various non-monetary costs passengers incur when purchasing and using public transport are also considered along with methods of reducing these to increase the revenue-generating performance of operators' fixed capacity.
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    PRICING STRATEGY & PRACTICE"Why did you do that?" The important role of inferred motive in perceptions of price fairness (1999)
    Bingley : Emerald
    The @journal of product & brand management 8 (1999), S. 145-153 
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    ISSN: 1061-0421
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: There is research evidence that suggests that perceptions of price unfairness give rise to consumer resistance to prices and result in decreased profit to the firm. However, it is as yet unclear what factors influence perceptions of unfairness. Answers the question, "What is fair?" by proposing that consumers sometimes infer a firm's motive for a price and that the inferred motive influences perceived price fairness. A study provides evidence that consumers use contextual information to infer a firm's motive. When consumers infer a negative motive, the price is perceived to be unfair and when consumers do not infer a negative motive, the same price is perceived to be fair. Suggests that marketers should: provide reasons for prices; consider consumers' likely inferences of motive and either avoid taking actions that are likely to give rise to inferences of negative motive or manage the motive inferred; and consider the inferences that consumers may make for other marketing actions in addition to price.
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    Measuring brand power: validating a model for optimizing brand equity (1999)
    Bingley : Emerald
    The @journal of product & brand management 8 (1999), S. 170-184 
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    ISSN: 1061-0421
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Rather than taking the more traditional approach of measuring brand equity for accounting or strategic reasons, the approach taken here is concerned with optimizing brand equity through parsimonious manipulation of the marketing mix. To this end a macro-model is first developed; this model is then operationalized and tested (in terms of predicted versus actual brand share) in three Korean markets. The contribution of the paper lies in the development of a methodology through which management can efficiently build brand power in their markets. The statistical methods (factor analysis and preference regression) are commonly used in commercial research and the research requirements to build such a model are quite modest - the proposed model makes a theoretical contribution but can also be used as a practical managerial tool.
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    Product entry in international markets: the effect of country-of-origin on first-mover advantage (1999)
    Bingley : Emerald
    The @journal of product & brand management 8 (1999), S. 218-231 
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    ISSN: 1061-0421
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: An experimental design is used to examine the effect of products' country-of-origin on first-mover advantage. Specifically, focuses on the effects of favorable/unfavorable country-of-origin on first-mover advantage, as well as its effects with regard to "early followers" and "late followers". The results have direct implications for products entering international markets as a first mover, "early" follower, or "late" follower. Results indicate that with increasing number of competitors entering an international market, a product's favorable country image begins to lose its strategic importance. Consequently, the pursuit of first-mover advantage may be more relevant than a positive country-of-origin effect. Also, the results suggest that for products from countries with a less than favorable image, it may be more useful to be a "follower" than a "first-mover" because the advantage of being first in a market can be negated by the unfavorable country-of-origin effect.
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    Improving competitive position using branded ingredients (1999)
    Bingley : Emerald
    The @journal of product & brand management 8 (1999), S. 267-285 
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    ISSN: 1061-0421
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Assesses how branded ingredients affect consumer product quality perceptions, confidence in product quality perceptions, product evaluations, taste perceptions, purchase likelihoods, and reservation prices of host brands of varying quality. In two experiments, we find that branded ingredients consistently and positively affected moderate-quality host brands, but only occasionally positively affected higher-quality host brands. Suggests that managers of both moderate and higher-quality host brands consider implementing branded ingredient strategies, albeit for different reasons. While moderate-quality host brands can improve their competitive position by using branded ingredients, higher-quality host brands generally do not. However, higher-quality host brands may benefit most by securing the most desirable branded ingredients for their own use, thereby blocking moderate-quality host brands from using a branded ingredient strategy to improve their competitive position.
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    Product evolution: a Darwinian or Lamarckian phenomenon? (1999)
    Bingley : Emerald
    The @journal of product & brand management 8 (1999), S. 301-318 
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    ISSN: 1061-0421
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Examines the product life cycle (PLC) concept as presented in much of the marketing literature, and the implications of PLC-based strategic action for marketing practitioners. A range of problems is identified with the PLC, and an evolutionary perspective for product management decisions is considered. Concludes that an evolutionary perspective is more appropriate than PLC-based approaches, and proposes an evolutionary model known as "Lamarckism", which is better able to account for the realities of product evolution than the Darwinian model.
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    Factors influencing the price premiums that consumers pay for national brands over store brands (1999)
    Bingley : Emerald
    The @journal of product & brand management 8 (1999), S. 340-351 
    Details
    ISSN: 1061-0421
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Identifies some managerially relevant factors that influence the size of the price premium that consumers will pay for national brands over store brands in grocery products. We define price premium as the maximum price consumers will pay for a national brand over a store brand, expressed as the proportionate price differential between a national brand and a store brand. Overall, perceived quality differential accounts for about 12 percent of the variation in price premiums across consumers and product categories and is the most important variable influencing price premiums.
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    URL: http://dx.doi.org/10.1108/10610429910284319
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    Innovativeness and newness in high-tech consumer durables (1999)
    Bingley : Emerald
    The @journal of product & brand management 8 (1999), S. 415-429 
    Details
    ISSN: 1061-0421
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This study concerns consumer responses to new product offerings in the category of high-tech audio equipment. For the purposes of the study, consumers were categorised as high-innovators or non-innovators. The general objective of the research was to determine how differing groups of consumers view innovativeness, and how innovativeness is assessed, with particular reference to high-tech product offerings. The research was carried out in two stages; a series of focus groups was run to determine the dimensions of the problem, and a questionnaire derived from this. The questionnaire was then administered to visitors at a consumer-oriented trade show. Statistical analysis of the questionnaire revealed that there are significant differences between groups of consumers regarding the relative importance of various factors in the process of assessing innovativeness.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/10610429910296028
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    The performance appraisal process of pharmaceutical product managers in Canada: an empirical study (1999)
    Bingley : Emerald
    The @journal of product & brand management 8 (1999), S. 463-493 
    Details
    ISSN: 1061-0421
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Examines the way in which the performance of the pharmaceutical product manager is evaluated. Attempts to provide a picture of the principal functions on which the Canadian pharmaceutical product manager is evaluated, as well as of performance appraisal systems currently used in the pharmaceutical industry. Two methodologies are used, both in-depth interviews and survey, in order to provide the most comprehensive examination of this area. Additionally, examines whether or not these systems are proving useful in linking job tasks to performance appraisal in order to achieve the goals of the organization.
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    URL: http://dx.doi.org/10.1108/10610429910299719
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    Situating Learning in the Workplace - Having Another Look at Apprenticeships (1994)
    Bingley : Emerald
    Industrial and commercial training 26 (1994), S. 9-16 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Examines the acquisition of vocational skills throughapprenticeship-type situated learning. Presents findings from studies ofskilled workers revealing that learning processes that were consonantwith the apprenticeship model of learning were highly valued as a meansof acquiring and maintaining vocational skills. Supported by currentresearch and theorizing, describes some conditions by which situatedlearning through apprenticeship can be utilized to develop vocationalskills. These conditixons include the nature of the activities learnersengage in, the agency of the learning environment and mentoring role ofexperts. Addresses conditions which may inhibit the effectiveness of anapprenticeship approach to learning. Concludes by suggesting thatsituated approaches to learning, such as the apprenticeship model, mayaddress problems of access to effective vocational skill developmentwithin the workforces.
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    URL: http://dx.doi.org/10.1108/00197859410073745
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    A Model for Designing Objective-oriented Training Evaluations (1994)
    Bingley : Emerald
    Industrial and commercial training 26 (1994), S. 3-9 
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    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Suggests that course evaluations are an often overlooked part oftraining, and that instructional designers and other HRD professionalsoften choose to use standardized forms in an attempt to obtain feedbackon how well a course was presented and received. Points out that, thoughstandardized evaluations present some value, they do not provide thelevels of detailed information required to measure - quantitatively aswell as qualitatively - the overall success of the programme. Presents amodel which emphasizes development of course evaluations linked to theobjectives the training is designed to attain. Discusses competence - aswell as behaviourally based objectives - along with the need to makeobjectives realistic and attainable. Concludes by highlighting thenecessity to use custom-designed evaluations, tied to course objectivesas a means not only for measuring functional and/or behaviouralimprovements but also as a means for modifying the course as futureneeds arise.
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    URL: http://dx.doi.org/10.1108/00197859410051217
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    New Managerial Thinking: Factors Affecting Training and Development at Work (1994)
    Bingley : Emerald
    Industrial and commercial training 26 (1994), S. 28-32 
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    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Discusses the new managerial model of the 1970s and 1980s whichemphasizes flatter, flexible, less bureaucratic organizations, withincreased employee awareness through training and development, andsuggests that actual research reveals frustration and opposition tothese ideas from trainees and employees. Problems in transferring to thenew model include the cultural difference between the UK and theoriginating country, Japan; a rejection of the accompanying evangelicallanguage of America; the implication that those who oppose change aremerely lacking in "faith"; a bureaucratic paradox, or the discrepancy,between claims and actual experience; and the selling of the modelwithin a "prescriptive consultancy" framework.
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    URL: http://dx.doi.org/10.1108/00197859410051280
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    Stop the Organization - I Want to Change It! Part 2 (1994)
    Bingley : Emerald
    Industrial and commercial training 26 (1994), S. 15-21 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Describes and reviews one major initiative within the context of aten-year organization development strategy. Outlines the key stepsinvolved in extending a performance management and planning process toover 600 supervisory and clinical staff. Indicates that high levels ofexternal uncertainty and change can have a disabling effect on seniormanagers. This effect also has implications on the ability and scope formiddle managers to play a direct and active role in the changeinterventions. A key lesson is the need to continually support managersto work with their own staff to help the new systems to be understoodand to operate them effectively. The final section reviews the mainlessons and how previous work will act as a foundation for ongoinginitiatives based on principles which are consistent with the originalOD strategy.
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    URL: http://dx.doi.org/10.1108/00197859410058157
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    Developing and Measuring the Learning Organization: From Buzz Words to Behaviours (1994)
    Bingley : Emerald
    Industrial and commercial training 26 (1994), S. 10-15 
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    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Definitions, development and measurement must be applied to the conceptof the learning organization to move it towards implementation. Manydefinitions have captured the essence of the learning organization but,until the characteristics or "attributes" are defined, it will remaindifficult to move the concept forward, because it is the definition ofthese attributes that allows an examination of the behaviours which willeither encourage or inhibit organizational learning. These behaviourscan be measured using behaviourally anchored rating scales whichindicate strengths and weaknesses which can be improved through action.
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    Management Development That Delivers (1994)
    Bingley : Emerald
    Industrial and commercial training 26 (1994), S. 11-16 
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    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Describes an approach to management development which makes it easierfor trainers to demonstrate how they add value in their organizations.The approach focuses on the real needs and issues of the peopleattending and encourages them to take action in ways that have animmediate pay-off for them and their organizations. Describes a typicalintervention which has been carried out in a wide variety oforganizations during the past ten years. This comprises a two-partworkshop with further work carried out before and after the workshops.Some of the processes involved during the workshops are described indetail, and common issues that have emerged for managers, such asdealing with feelings, and getting and giving support, are explored.Addresses the implications for trainers and the organization of usingthis approach and concludes that it is only by focusing on the realday-to-day problems of managers that trainers can demonstrate that theyadd value.
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    URL: http://dx.doi.org/10.1108/00197859410065852
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    The Development, Implementation and Evaluation of a Mentoring Scheme (1994)
    Bingley : Emerald
    Industrial and commercial training 26 (1994), S. 16-23 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Argues that, although the move away from traditional qualificationstowards vocational learning programmes led to UK studies which havefocused on a re-examining of the roles that are necessary in support ofthe learner, there has been, however, an absence of a thorough analysisof the role of the "mentor". Seeks to redress this by using an actionresearch methodology to record the establishment of a mentoring supportscheme for the Institute of Management Certificate in Management. Thishas developed seven key elements of competence for mentors involved insuch programmes, which have aided the development of selection andtraining programmes. Responses from 72 NVC candidates to these elementshave been surveyed and all were related between "important" and "veryimportant". Concludes that the results should be viewed in the light ofthe limitations of the instrument as a single source of information, andtherefore further research should be undertaken.
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    URL: http://dx.doi.org/10.1108/00197859410064592
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    New Developments in Team Building (1994)
    Bingley : Emerald
    Industrial and commercial training 26 (1994), S. 17-22 
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    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Work teams are viewed by today's businesses as a new frontier to beexplored. The effect that teams can have has been demonstrated by thetremendous quality improvement of the post-World War II Japaneseproducts. Japan has set the example for the development of work teamsthroughout the world. Discusses eight characteristics which are:participatory leadership; shared responsibility; definition of purpose;high communication; focused future; focused tasks; creative talents; andrapid response. Teams of the present and future will have a tremendouseffect on how the businesses of today and tomorrow will be run. Theideal manager will no longer be an omnipotent executive but afacilitator, counsellor and co-ordinator of the development of employeecompetence. As a result, employee satisfaction may reach an all-timehigh.
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    URL: http://dx.doi.org/10.1108/00197859410065861
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    Repatriation - the toughest assignment of all (1999)
    Bingley : Emerald
    Industrial and commercial training 31 (1999), S. 224-228 
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    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Examines the need for HR departments to have a clear policy on repatriation, especially at times of restructuring and redundancy and the need to retain valuable staff on return. Considers the physical, psychological and emotional effects of "reverse culture shock", the often unrealistic expectations of returnees and their families and suggests coping strategies, including assistance to the accompanying spouse and children, that can be implemented by both employers and employees. Outlines the possible content of a repatriation programme, stressing the need to tailor it to the needs of employees and their families. Comments on the heightened circumstances of natural disasters and political unrest that can cause rapid repatriation.
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    URL: http://dx.doi.org/10.1108/00197859910291397
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    Individuals and enterprise: developing intrapreneurs for the new millennium (1999)
    Bingley : Emerald
    Industrial and commercial training 31 (1999), S. 258-261 
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    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Downsizing, cost-cutting and re-engineering are essentially negative activities. The emphasis is switching to revenue generation and value creation. Also, customers increasingly demand tailored solutions and expect more imaginative responses to their particular requirements. In short, more entrepreneurial approaches are required. There is scope for reconciling individual and corporate interests. Companies want to encourage, develop, release and retain entrepreneurial talent, while many aspiring and intending entrepreneurs could benefit from the support which corporations can provide. Although relevant tools are available, training and development professionals are failing to encourage enterprise, develop entrepreneurs and support new corporate ventures.
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    URL: http://dx.doi.org/10.1108/00197859910301926
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    When training became learning - a cautionary tale about what could be (1999)
    Bingley : Emerald
    Industrial and commercial training 31 (1999), S. 277-279 
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    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This paper describes a management development programme, which aimed to increase staff commitment to tasks by strengthening teamwork. It explores the lessons that can be gained from such training programmes, and concludes that both time and leadership are essential attributes for successful learning experiences.
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    URL: http://dx.doi.org/10.1108/00197859910302024
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    Management training and development at Aeroquip-Vickers, Inc.: a process model part 1 (1999)
    Bingley : Emerald
    Industrial and commercial training 31 (1999), S. 132-137 
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    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Aims to provide an in-depth discussion of how a Fortune 500 manufacturing organization refocussed its management development practices using a systems approach. A description of how the organization conducted a needs assessment, developed a system for management education and recreated its approach to management development are discussed. The implications for organizational practice are clearly stated that management development is a shared responsibility between a manager and his or her employer. This article will also discuss the evolution of this organization's approach to developing managers for the twenty-first century. It is also important to note that Aeroquip-Vickers was recently honored as one of the 100 best managed companies in the US by Inc Magazine.
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    URL: http://dx.doi.org/10.1108/00197859910275674
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    The art of mentoring (1999)
    Bingley : Emerald
    Industrial and commercial training 31 (1999), S. 136-142 
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    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: How can you be a good mentor? How can you pass on your wisdom? How can you help people to find their answers to challenges? Mentoring now plays a key role in organisations that wish to pass on their hard earned wisdom. But how to ensure that such an approach works? This article explores issues you may wish to consider when: selecting mentors; defining the role of mentors; and running a mentoring session. The article also illustrates the classic "Five C" model for helping people to focus on their challenges; choices; consequences; creative solutions; and conclusions. Good mentors create a "stimulating sanctuary". They help people to build on their strengths, find solutions and achieve ongoing success. This article gives a snapshot of key elements to bear in mind when introducing mentoring into your organisation.
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    URL: http://dx.doi.org/10.1108/00197859910275683
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    Training issues for the European automotive industry (1999)
    Bingley : Emerald
    Industrial and commercial training 31 (1999), S. 174-181 
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    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Provides an overview of the results of an investigation carried out for the European Commission. Aims to identify themes and issues in the field of continuing training in the European automotive industry. A large number of interviews were carried out in all the major car manufacturing countries of Europe, and a series of case studies were done on training projects funded by the European Commission within the framework of the FORCE programme on continuing training. Shows that training has become a key element in a far-reaching process of restructuring which is currently under way in the industry. Identifies major fields of interest including training for new work structures; training for co-makership; and new methods and approaches for learning while working. Larger numbers of people are trained than ever before, especially in production. Claims an increasing use of information technology (expert systems) for training is being signalled.
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    URL: http://dx.doi.org/10.1108/00197859910284764
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    Training your staff (and the boss) to deal with drugs (1999)
    Bingley : Emerald
    Industrial and commercial training 31 (1999), S. 219-224 
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    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Drugs are hitting at the roots of our productivity and competitiveness, as their usage escalates amongst current employees and those entering full-time work for the first time. Main symptoms are rising absenteeism, injuries, damage and stealing. But employers are having difficulty in recognising their cause, mainly through ignorance, lack of trained knowledge and fear of what is still a relatively new phenomenon. The realistic answer is the development and implementation of effective substance misuse policies in full consultation with staff representatives. But this is a precise and skilled activity requiring proper training of personnel management and staff supervisors. The article exposes the breadth of the problem, discusses how to train British staff and examines how our training industry can gear up to learn this newest and most vital of training subjects.
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    URL: http://dx.doi.org/10.1108/00197859910291388
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    Building an Organization that Survived and Grew in Difficult Times (1994)
    Bingley : Emerald
    Industrial and commercial training 26 (1994), S. 18-22 
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    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Takes a broad look at the major global trends affecting businesses andpeople who work in them. Proposes in some detail how business leaderswill need to respond if their enterprises are to flourish and grow.Written for business leaders and developers, suggests that survival andhealth depends on discerning these inexorable trends and wisely workingwith rather than against them. Takes the form of a fictitious chiefexecutive looking back from 2004 on the ideas he developed ten yearsearlier and his organization's struggle, ultimately successful, throughdifficult times.
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    URL: http://dx.doi.org/10.1108/00197859410073691
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    Technology Transfer and Human Resource Development (1994)
    Bingley : Emerald
    Industrial and commercial training 26 (1994), S. 17-21 
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    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Defines technology transfer in the macroeconomic sense and highlightsthree factors which must be taken into account, namely contrast,similarity and compatibility. Advises examination of social and economiccosts before embarking on such a project. Identifies human resources asthe most important element of technology transfer, as it influences boththe acquisition and integration of new technology. Provides afive-stage transfer plan and explains how to overcome problems withstaff mentality and "short circuits" in the thought process.
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    Why IT Applications Succeed or Fail: The Interaction of Technical and Organizational Factors (1994)
    Bingley : Emerald
    Industrial and commercial training 26 (1994), S. 10-15 
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    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Reports on the reasons for failure in IT applications. Looks at typicalcases of failure and defines success factors. Concludes that a range ofhuman and technical factors interplay together, to produce projectfailure. Offers general guidance for project success, with emphasis onmanagement and management style.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197859410051226
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    Marketing meta-narrative and its tenets: at odds with marketing's realities? (1999)
    [S.l.] : Emerald
    Asia Pacific journal of marketing and logistics 11 (1999), S. 3-15 
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    ISSN: 1355-5855
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Examines key general marketing texts to produce a consistent set of claims termed the nine tenets of marketing. States that these are core to conventional marketing teaching and thought. Argues that they have little epistomological basis. Shows that marketing professionals do not enjoy the same status as those in law and accountancy, concluding that to convince others of the profession's worth, the whole basis may need renovation.
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    Strategy selection to enhance exports of the Malaysian electrical and electronic industry (1999)
    [S.l.] : Emerald
    Asia Pacific journal of marketing and logistics 11 (1999), S. 16-27 
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    ISSN: 1355-5855
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Presents the findings of 700 CEO/senior managers regarding general strategy and competitiveness in the Malaysian electrical and electronic industry. Outlines four major strategies, cost, differentiation, cost-price and marketing/focus. Addresses the question, "is the battle to the low-cost, low-price vendor?" Uses two case studies, IBM and Samsung as examples to emulate for long term survival.
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    URL: http://dx.doi.org/10.1108/13555859910764543
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    Survival strategies of hightech corporations: applicable insights from executive narratives (1999)
    [S.l.] : Emerald
    Asia Pacific journal of marketing and logistics 11 (1999), S. 1-312 
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    ISSN: 1355-5855
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Gives an in depth view of the strategies pursued by the world's leading chief executive officers in an attempt to provide guidance to new chief executives of today. Considers the marketing strategies employed, together with the organizational structures used and looks at the universal concepts that can be applied to any product. Uses anecdotal evidence to formulate a number of theories which can be used to compare your company with the best in the world. Presents initial survival strategies and then looks at ways companies can broaden their boundaries through manipulation and choice. Covers a huge variety of case studies and examples together with a substantial question and answer section.
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    URL: http://dx.doi.org/10.1108/13555859910764606
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    Strategies for Japan's protected market: rice as a case in point (1999)
    [S.l.] : Emerald
    Asia Pacific journal of marketing and logistics 11 (1999), S. 47-60 
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    ISSN: 1355-5855
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Outlines the Japanese system of protectionism as a global barrier and focuses on the rice markets as one of the first markets to be opened up. Analyses the reasons for this and offers strategies for overseas companies to take advantage of this opportunity. Suggest that these examples can then be applied to other markets.
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    URL: http://dx.doi.org/10.1108/13555859910764598
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    The Learning Company 2004 (1994)
    Bingley : Emerald
    Industrial and commercial training 26 (1994), S. 6-8 
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    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Discusses changes in individual learning capacity during the ten yearsup to 2004, including tree of knowledge (TOK) briefcases; cyborgtechnology; remodelling knowledgework; the flexible individual; andtechneurology. Also discusses changes in organizational learningincluding dispersal of schools and universities; headquarters toconferential organizations; the fabricated organization; changes ininformation systems; and the shift in power.
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    The Way We Were to the Way We Are (1994)
    Bingley : Emerald
    Industrial and commercial training 26 (1994), S. 9-14 
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    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: What issues will the HR function be facing over the next decade?Presents a quarterly meeting of the policy group of the HR Division ofEuropean Institute of Management in the year 2004. The members attendinglook back over the last decade, 1994 to 2004, focusing on theinternational dimensions, changes in the HR role, changes in the role ofthe manager, and what impact changes related to values and beliefs,teamworking and empowerment, quality and standards and performancemanagement systems have made on organizations.
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    Consultancy Reflections on the Impact of Groupware (1994)
    Bingley : Emerald
    Industrial and commercial training 26 (1994), S. 26-32 
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    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Looks back at developments in the European business environment over thelast ten years. Details some of the rapid changes, e.g. in use ofelectronic information systems. Also describes the introduction ofadvanced groupware systems and the differences in application acrossnational boundaries. Considers the issues of human relationships andcultural change which underlie many of these differences.
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  • 81
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    Whole-brain Project Management for All (1994)
    Bingley : Emerald
    Industrial and commercial training 26 (1994), S. 22-31 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Examines project management and project work, and the tools andtechniques used. Claims these tools and techniques have largely failedto deliver. Details Herrmann's framework for testing individuals'preferred ways and modes of thinking in order to forecast their likelybehaviours and attitudes. Argues that this projection can lead to abetter understanding between professionals and occupations.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197859410073763
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  • 82
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    Reflections of Two Pragmatists: A Critique of Honey and Mumford's Learning Styles (1994)
    Bingley : Emerald
    Industrial and commercial training 26 (1994), S. 16-20 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Contains a critique of Honey and Mumford's learning style theory, whilerecognizing its pioneering achievements. Questions what Honey andMumford mean by learning and experience and explores the validity ofviewing experience as the primary "motor" of learning. Raises doubts aboutthe sequence of the learning cycle as depicted by Honey and Mumford.Asks: Does the learning styles questionnaire meaningfully measurelearning preferences or is it more accurately a personalityquestionnaire? What do certain questionnaire scores mean, e.g. lowscores across the spectrum? Do not certain subjects and situationsprescribe the learning approach regardless of one's preference?
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197859410051235
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  • 83
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    Reflections of Two Pragmatists: A Response (1994)
    Bingley : Emerald
    Industrial and commercial training 26 (1994), S. 21-22 
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    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: A response to the critique.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197859410051253
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  • 84
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    ICL Learning about Self-managed Learning (1994)
    Bingley : Emerald
    Industrial and commercial training 26 (1994), S. 8-10 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Three consultants in ICL's corporate HRD unit speak from theirexperience of self-managed learning. They ask "Can self-developmentprovide people with sufficient confidence in their own future toengender a positive attitude to corporate change?" Three key points areillustrated with examples taken from their own experience in ICL:develop yourself to develop others; help others learn the values ofself-managed learning - don't tell them; be flexible at all times,including the design of solutions. Concludes that self development has alot to offer - real, relevant, individual development dovetailed into thebusiness needs of the developing organization. There is still much tolearn, but their experience in ICL is positive and encouraging. Theybelieve it is right for these "empowering" times, and can indeed helppeople develop sufficient confidence in their own future to engender apositive attitude towards the inevitable and essential corporate change.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197859410058139
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  • 85
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    Academia - Industry Fusion: Action Learning for Teaching Enterprise (1994)
    Bingley : Emerald
    Industrial and commercial training 26 (1994), S. 28-32 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: There are many works by academics and practitioners on the need to finda sybmiotic relationship between academia and industry in the field ofmanagement development. One significant trend is "action learning" orlearning by doing. Describes initiatives pioneered by several learninginstitutions where managers learn in the workplace. Analyses totallearning for quality management as consisting of two modes of learning,maintenance learning (programmed knowledge) and innovative learning orquestioning insight.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197859410058184
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  • 86
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    A "Thinking" Programme for Senior Managers (1994)
    Bingley : Emerald
    Industrial and commercial training 26 (1994), S. 3-9 
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    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Outlines a management development programme introduced by the managingdirector of Burmah Petroleum Fuels Ltd, the overall objective being totarget the thinking processes of the participants. Gives the progress ofthe programme to date and provides a summary of the outcomes withcomments from the authors and others involved in the programme.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197859410066914
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  • 87
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    Responding to Competence Requirements with Relevant and Effective Training and Development Programmes (1994)
    Bingley : Emerald
    Industrial and commercial training 26 (1994), S. 24-31 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: British Nuclear Fuels plc, an organization employing around 15,000people, entered the 1990s facing change on a number of business fronts,precipitated by the privatization of the UK electricity industry, themove from cost plus to fixed price contracts and the need to becomeglobally competitive. This meant different needs in terms of ways ofworking and in the competences required by managers and staff at alllevels, which, in turn, changed the emphasis in terms of training anddevelopment so that it became targeted and cost-effective. Differentpractices at shopfloor level demanded new styles of supervision and teamworking. Describes three of the main initiatives in support of thisprogramme of change: the introduction of additional skilling andteamworking at the Springfields Works near Preston; the systematicprocess of "personal development" introduced for staff company-wide; andthe assessment and development approach initiated for senior managers.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197859410064600
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  • 88
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    Small Firms' Training: The Reluctance Prevails (1994)
    Bingley : Emerald
    Industrial and commercial training 26 (1994), S. 28-30 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: During the period 1990-94 a survey of small firms' attitudes to trainingwas undertaken in south coast Hampshire. Key personnel in a sample of 48firms with up to 100 staff were all interviewed. The results revealedthat effective training was not high on the agenda of priorities.Training awareness far exceeded the application. Training was regardedas an expense rather than an investment. The smaller firm's persistentneglect of this area of management could prove to be one of the majorproblems of the late 1990s.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197859410065889
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  • 89
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    Model trainers (1999)
    Bingley : Emerald
    Industrial and commercial training 31 (1999), S. 13-18 
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    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: What a trainer does is at least as important as what a trainer says. The trainer brings a model of behaviour into live sessions, and this, as much as the content, can serve to improve participants' performance. This paper draws on the author's expertise to reveal the pros and cons of masterclasses and describe what trainers really need in order to add value.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197859910253119
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  • 90
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    Hidden concepts in training (1999)
    Bingley : Emerald
    Industrial and commercial training 31 (1999), S. 57-60 
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    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This article describes covert content in training courses, examines the role it can play in deciding content and methods, and addresses the issue of how important this influence may be. The specific concepts of differentiation, integration, a holistic approach and you get out what you put in, are described, together with the ways in which they have been identified as contributing fundamentally to the structure and content of a particular training programme, and to the methodology used in presenting it. The ways in which these concepts show in the training are described, showing how each concept links to one or more techniques used within the courses.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197859910262218
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  • 91
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    SMEs in an environment of change: computer-based tools to aid learning and change management (1999)
    Bingley : Emerald
    Industrial and commercial training 31 (1999), S. 49-56 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: As global competitive forces begin to impact more and more on smaller enterprises, they may find themselves more limited in the approaches available to them to prepare for fundamental change. In-depth case studies were analysed for 11 firms in the south-west of England, of which eight were characterised as small/medium enterprises (SMEs). Each firm had recently undergone a major change, and their managers were found to face considerable practical difficulties in developing and updating their skills in comparison with their counterparts from larger organisations. The need for innovative new approaches to SME managerial skills development is argued, and the potential benefits of a generic "computer-aided visioning" system is highlighted as a low-cost option for the smaller enterprise.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197859910262173
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  • 92
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    Learning alliances: a customer-supplier focus for continuous improvement in manufacturing (1999)
    Bingley : Emerald
    Industrial and commercial training 31 (1999), S. 88-96 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The manufacturing industry is becoming increasingly competitive. In order to remain competitive there is a need for improved inter-organizational relations between organizations so as to improve the performance. In an attempt to improve cost effectiveness and improve quality, as well as create a long-term competitive advantage, manufacturing organizations are beginning to initiate strategic alliances with their customers and suppliers as part of their supply chain management. This paper suggests that the key to gaining a competitive advantage and improving customer satisfaction lie with the ability of manufacturing organizations to form learning alliances. Essentially, learning alliances are strategic partnerships that are based on creating an environment that encourages mutual and reflective learning between supply chain partners. It is suggested that an alliance based on cooperation can encourage higher levels of trust and commitment. This paper presents a learning framework founded on total quality management for the formation of cooperative alliances between manufacturing organizations in a supply chain. The implications of forming a learning alliance in manufacturing are discussed.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197859910269167
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  • 93
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    Corporate communications in small- and medium-sized enterprises (1999)
    Bingley : Emerald
    Industrial and commercial training 31 (1999), S. 112-119 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The Institute of Personnel and Development has long recognized the impact that small- and medium-sized enterprises make in encouraging innovation in human resources management. It was, therefore, perfectly consistent that as part of their major initiative to assess the current status and future direction of personnel management, they would wish to research the SME sector. The researchers, part of the charity of the Professional Development Foundation, sampled over 300 companies, and this article reflects the findings relating to internal, corporate communications. Not unnaturally, SMEs favour more informal modes of communication, although breakdowns in this, plus other pressures, invoke the need to introduce some degree of formality. The research themes emerging are further explored in ten case studies which represent a representative cross-section of SME activity.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197859910269220
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  • 94
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    Training needs analysis for IT training (1999)
    Bingley : Emerald
    Industrial and commercial training 31 (1999), S. 149-153 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Without appropriately educating staff about new technologies and what they can do for them, businesses will go on incurring the cost of software implementation without exploiting the benefits. Tailored training solutions are almost universally offered these days, but do companies really know what they are getting? What do we mean by "tailored training" anyway? How is the content of the training determined and will it suit each of those to be trained? Key Training have pioneered the creation and development of an automated Training Needs Analysis (TNA 2000) a tool used to establish the organisational, departmental and individual objectives of those to be trained.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197859910275773
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  • 95
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    Management training and development at Aeroquip-Vickers, Inc.: a process model - part 2 (1999)
    Bingley : Emerald
    Industrial and commercial training 31 (1999), S. 213-219 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The second part of the article aims to show how the principles established during the evolution of the management development program at Aeroquip-Vickers can be applied to other organizations. In particular, the design of each manager's individual development program is a responsibility shared between the organization and the manager themselves. It was also found that most managers remember and learnt most from real, challenging situations they had to deal with and development programs need to recognise this by incorporating challenging assignments and opportunities as well as training and education.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197859910291379
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  • 96
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    Leadership in the twenty-first century (1999)
    Bingley : Emerald
    Industrial and commercial training 31 (1999), S. 236-242 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Innovation is the constant requirement for the twenty-first century. This comes first from individuals, but must permeate throughout the organisation. There is a new concept of the organisation itself being a learning, evolving organism. Knowledge must be shared freely to give it fuel for that growth. The status traditionally given to people who know a lot needs to be shifted to people who share a lot. This happens spontaneously in a crisis, when people are willing to try anything. We need to retain this willingness day to day. It takes emotional resilience, as change is difficult, and sometimes even seems threatening. The status quo has to be steadily challenged. Diversity is not something to be merely managed, but to be harvested as an essential ingredient for innovation. Leaders have to be behind the workforce, empowering them. Leading from the front is obsolete.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197859910291414
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    Knowledge is about people, not databases (1999)
    Bingley : Emerald
    Industrial and commercial training 31 (1999), S. 262-266 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Knowledge and knowledge management are popular phrases these days. Despite the increased sophistication of knowledge management projects and of knowledge management theory development, the information technology-led perspective dominates. Knowledge transfer is about connection not collection, and that connection ultimately depends on choice made by individuals. There are many mechanisms that enable knowledge transfer, but these mechanisms, such as information technology, are only tools. Despite it presenting a seemingly more complex approach, the behavioural choice of people is the key to the success of knowledge transfer. Whether this can be successful as an additional "program" in our organisations, or whether a new strategic approach is required, is a matter of debate. However, the development of knowledge management as a discipline gives us the opportunity to model, by engaging in dialogue, the dynamic interpersonal process of knowledge transfer. Furthermore, such discussions can help increase the profile of "people-centred" strategic thinking.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197859910301962
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    Lessons from a major cultural change workshop programme (1999)
    Bingley : Emerald
    Industrial and commercial training 31 (1999), S. 267-271 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Examines the response of a utilities company (UtilityCo) to the commercial pressures associated with privatisation and a requirement for it to genuinely change employee expectations about the future ways in which the company would need to operate. It describes a cultural change programme centred on a workshop methodology embracing all 2,000 of its employees. The components of the specially designed workshop are described along with the linked rationales for creating change readiness in the delegates. A review of key organisation challenges and the identification of probable solutions are described and also linked to broader organisational development activities (e.g. employee communications). The evaluation processes showed a positive impact had been achieved and five key lessons are emphasised as important: a true understanding of what is required at the level of the individual employee; management buy-in; sound evaluation; a plan for subsequent change management interventions; the need for knowledge management/embedded change.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197859910301971
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  • 99
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    Downsizing to Improve Strategic Position (1994)
    Bingley : Emerald
    Management decision 32 (1994), S. 4-11 
    Details
    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Planned large scale reductions in head-count, or down-sizing, havebecome commonplace in many industries worldwide. In practice manydownsizings fail to achieve desired long-term results. Presents resultsof a survey among large Canadian firms which suggests some reasons.Examination of strategic management of downsizing reveals weaknesses ofboth planning and implementation. Effective management of humanresources is a prerequisite but failures often arise from inattention toother important aspects of organizational change. Suggests that awell-thought-out strategy should be accompanied by process innovation,business re-engineering and organizational learning.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251749410050624
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  • 100
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    Sudden Lost Meaning: A Catastrophe? (1994)
    Bingley : Emerald
    Management decision 32 (1994), S. 15-19 
    Details
    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Employees communicate more easily and are more committed to theorganization when beliefs and values are shared. Explores the phenomenonof sudden "lost meaning" - a situation in which individuals who stronglyshare the organization's culture appear suddenly to cease to identifywith the meanings and values to which they once strongly ascribed.Discovers two variables through examination of motivation theory.Proposes that these variables provide insight into sudden lost meaningand, consequently, suggest a framework for managerial behaviour.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251749410050679
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