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  • Articles  (1,625)
  • Emerald  (1,625)
  • 1990-1994  (1,625)
  • 1985-1989
  • 1960-1964
  • 1950-1954
  • Economics  (1,598)
  • Electrical Engineering, Measurement and Control Technology  (27)
  • 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
    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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  • 5
    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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  • 6
    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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  • 7
    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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  • 8
    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.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/10610429410067432
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  • 9
    Electronic Resource
    Electronic Resource
    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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  • 10
    Electronic Resource
    Electronic Resource
    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.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09684879410056229
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  • 11
    Electronic Resource
    Electronic Resource
    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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  • 12
    Electronic Resource
    Electronic Resource
    Matching Appropriate Pricing Strategy with Markets and Objectives (1994)
    Bingley : Emerald
    The @journal of product & brand management 3 (1994), S. 15-27 
    Details
    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.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/10610429410061870
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  • 13
    Electronic Resource
    Electronic Resource
    Commentary: Securing the Future of Your Brand (1994)
    Bingley : Emerald
    The @journal of product & brand management 3 (1994), S. 42-49 
    Details
    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.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/10610429410061906
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  • 14
    Electronic Resource
    Electronic Resource
    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 
    Details
    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.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/10610429410061898
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  • 15
    Electronic Resource
    Electronic Resource
    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 
    Details
    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.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/10610429410061915
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  • 16
    Electronic Resource
    Electronic Resource
    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 
    Details
    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.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/10610429410067379
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  • 17
    Electronic Resource
    Electronic Resource
    The Diffusion of an Innovation in Indonesia (1994)
    Bingley : Emerald
    The @journal of product & brand management 3 (1994), S. 19-26 
    Details
    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.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/10610429410067405
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  • 18
    Electronic Resource
    Electronic Resource
    The Exclusive Value Principle - A Concept for Marketing (1994)
    Bingley : Emerald
    The @journal of product & brand management 3 (1994), S. 8-18 
    Details
    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.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/10610429410067397
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  • 19
    Electronic Resource
    Electronic Resource
    Managing Beauty - Products and People (1994)
    Bingley : Emerald
    The @journal of product & brand management 3 (1994), S. 27-38 
    Details
    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.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/10610429410067414
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  • 20
    Electronic Resource
    Electronic Resource
    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 
    Details
    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.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/10610429410067423
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  • 21
    Electronic Resource
    Electronic Resource
    Faculty Internships:: A Means to Bridge the Academician/Practitioner Gap (1994)
    Bingley : Emerald
    The @journal of product & brand management 3 (1994), S. 15-30 
    Details
    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.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/10610429410073101
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  • 22
    Electronic Resource
    Electronic Resource
    Do Unmentionable Products Still Exist?: An Empirical Investigation (1994)
    Bingley : Emerald
    The @journal of product & brand management 3 (1994), S. 5-14 
    Details
    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.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/10610429410073093
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  • 23
    Electronic Resource
    Electronic Resource
    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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    URL: http://dx.doi.org/10.1108/10610429410073138
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  • 24
    Electronic Resource
    Electronic Resource
    Commentary: Marketing Research Pitfalls in Product Development (1994)
    Bingley : Emerald
    The @journal of product & brand management 3 (1994), S. 66-69 
    Details
    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.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/10610429410073147
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  • 25
    Electronic Resource
    Electronic Resource
    Product Piracy:: The Problem that Will not Go Away (1994)
    Bingley : Emerald
    The @journal of product & brand management 3 (1994), S. 55-65 
    Details
    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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    URL: http://dx.doi.org/10.1108/10610429410073129
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  • 26
    Electronic Resource
    Electronic Resource
    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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    URL: http://dx.doi.org/10.1108/10610429410073110
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  • 27
    Electronic Resource
    Electronic Resource
    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.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197859410073745
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  • 28
    Electronic Resource
    Electronic Resource
    A Model for Designing Objective-oriented Training Evaluations (1994)
    Bingley : Emerald
    Industrial and commercial training 26 (1994), S. 3-9 
    Details
    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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    New Managerial Thinking: Factors Affecting Training and Development at Work (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: 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 
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    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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    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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    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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    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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    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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    URL: http://dx.doi.org/10.1108/00197859410073754
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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.
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    The Learning Company 2004 (1994)
    Bingley : Emerald
    Industrial and commercial training 26 (1994), S. 6-8 
    Details
    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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    Whole-brain Project Management for All (1994)
    Bingley : Emerald
    Industrial and commercial training 26 (1994), S. 22-31 
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    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.
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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 
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    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?
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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.
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    ICL Learning about Self-managed Learning (1994)
    Bingley : Emerald
    Industrial and commercial training 26 (1994), S. 8-10 
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    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.
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    URL: http://dx.doi.org/10.1108/00197859410058139
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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.
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    URL: http://dx.doi.org/10.1108/00197859410058184
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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.
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    URL: http://dx.doi.org/10.1108/00197859410066914
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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.
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    Small Firms' Training: The Reluctance Prevails (1994)
    Bingley : Emerald
    Industrial and commercial training 26 (1994), S. 28-30 
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    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.
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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.
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    URL: http://dx.doi.org/10.1108/00251749410050624
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    Sudden Lost Meaning: A Catastrophe? (1994)
    Bingley : Emerald
    Management decision 32 (1994), S. 15-19 
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    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.
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    Forecasting: Trials and Tribulations (1994)
    Bingley : Emerald
    Management decision 32 (1994), S. 33-36 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The function which managers most despise is the art of forecasting. Byits very nature it concerns guessing the outcome of future events. Nomatter how sophisticated computer-driven techniques and programs areevolved, the future has inherently within it events beyond the controlof managers. Reviews forecasting and provides several recommendations onhow one could go about minimizing biases within the forecasting process.
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    URL: http://dx.doi.org/10.1108/00251749410050642
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    Forecasting: The Key to Managerial Decision Making (1994)
    Bingley : Emerald
    Management decision 32 (1994), S. 41-49 
    Details
    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The successful businesses of the future are being created today byindividuals and teams in tune with fast-moving technologies, new marketsand changing lifestyles. New disciplines have sprung up, new professionsare born and new skills are in demand. There is a need to blend the newskills with those of the older professions. Many business decisionsinvolve forecasting. In recent years its scope has expanded well beyondtechnical aspects. Addresses a broader set of managerial concernsthrough down-to-earth descriptions of forecasting, its advantages andlimitations, and its role in the managerial decision-making process.Uses a case study to demonstrate the application of a forecastingmethod.
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    URL: http://dx.doi.org/10.1108/00251749410050697
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    Streamline Your Plan Process (1994)
    Bingley : Emerald
    Management decision 32 (1994), S. 41-48 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: To meet complex global challenges, executives face key challenges to seteffective strategic visions. Too often the long-term plan itself becomesa lengthy process, thus delaying reaching tangible results. Executivescan get bogged down co-ordinating a plan for many diverse parts andfunctions of their company. For example, linking a focused missionstatement to broad environmental or market perspectives is a majorchallenge to putting together a coherent plan; or the effects of naturalreiterations in the process are overlooked. Recommends several key waysto improve and quicken companies' strategic efforts, including: firsthighlight what is truly new within the business environment; involve avariety of functional experts, while targeting their efforts; use lessthan six core analyses; collapse the time to complete a plan, i.e.within two months. Benefits include saving time, communicating a clearerstrategic vision, avoiding hidden bias, focusing better on priorities,and getting results sooner.
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    URL: http://dx.doi.org/10.1108/00251749410054800
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    Will the EU Legislation Affect Retail Pharmacies? (1994)
    Bingley : Emerald
    Management decision 32 (1994), S. 4-10 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Focuses on retail pharmacy in the UK. Current concerns are identified,as is the general trajectory of European Union policy in this area.Consideration is given to the role played by individual pharmacists inprimary health care within the NHS. Considers the potential fordifferential impact of the European Union proposals and draws attentionto possible competitive consequences.
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    URL: http://dx.doi.org/10.1108/00251749410057320
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    A Case Study in Market Entry - Episode (1994)
    Bingley : Emerald
    Management decision 32 (1994), S. 53-56 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: A study in the retail market entry strategy of a major UK manufacturerwhich highlights the difficulties of forward vertical integration,conflict with other retail customers, and heralds a completerestructuring of the company, as the joint venture in retailing takestime and capital to establish.
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    URL: http://dx.doi.org/10.1108/00251749410057410
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    Miller Beer (1994)
    Bingley : Emerald
    Management decision 32 (1994), S. 25-28 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Miller Brewing Company (USA) is the second biggest world beer producer.In autumn 1991 it signed an agreement with the Italian food broker,"Eurofood", to distribute Miller High Life, leader in the Americanmarket of low-alcoholic beer. The Italian beer market has reached thematurity phase: in 1991 the sales decreased by 1.4 per cent. Importsseem not to respect the rule. The Italian beer market is significantlydifferent from the other European countries as far as the alimentarystyles are concerned and the competition between producers. Themarketing junior assistant has to define a marketing plan that shouldlet Eurofood reach four million bottles of sales in the mescita channel(restaurants, pubs, etc.) by maintaining the main features of theproduct and the 10 per cent of gross profit.
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    Marks & Spencer –: "Britain's Leading Retailer: Quality and Value Worldwide" (1994)
    Bingley : Emerald
    Management decision 32 (1994), S. 38-41 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The Marks & Spencer case is concerned with the development of the UK'sleading retailer of food and fashion in international markets. Keyissues in the process are: (1) the question of the choice of marketentry strategies, what strategic routes are available to retailorganizations in entering new markets and the extent of strategic fitbetween acquired companies and the UK business; (2) the development of aretailer brand as an international brand. Significant differences existbetween the development of a retailer brand and that of the developmentof a manufacturer brand in international markets.
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    The Real Strategic Issues versus Organizational Bureaucracy and Administrative Neatness (1994)
    Bingley : Emerald
    Management decision 32 (1994), S. 5-8 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Accuses management of repeatedly substituting bureaucracy and complexreporting and control systems for the things that really matter tocompetitive success. It is claimed that all too often the implementationof strategies is not simply ineffectual, it is positively damaging toorganizations. Short cases in the areas of quality management, customersatisfaction management, and personal appraisal and development systemsare given to support this argument. Concludes with a list of symptoms ofthis problem and appropriate managerial responses.
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    Intelligent Computer Models for Marketing Decisions (1994)
    Bingley : Emerald
    Management decision 32 (1994), S. 30-35 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Describes work carried out at Cardiff Business School, University ofWales, to investigate the scope for applying Artificial Intelligence(AI) techniques in the field of management. The main thrust of the workso far has been oriented towards marketing decisions, but theimplications extend to decision making in general.
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    The Extended Manufacturing Enterprise Paradigm (1994)
    Bingley : Emerald
    Management decision 32 (1994), S. 42-49 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Models able to describe state of the art practice are fundamental tounderstanding the manufacturing phenomenon. A study of innovativecurrent practices enables us to foresee the emergence of a newmanufacturing paradigm: the Extended Enterprise. This arises from theneed to satisfy customers who are increasingly demanding tailoredproducts with world class capability in every functional aspect. TheExtended Enterprise is made both possible and viable by the progressmade in manufacturing processes and information technology. It demandsthe development of a new management philosophy and particularly neworganizational structures. Presents a reference model for the ExtendedEnterprise, and compares the characteristics of this paradigm againstthe Mass and Lean manufacturing philosophies. Describes the results of astudy that analyses the development of co-operation mechanisms in theaerospace industry.
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    New Developments in Developing Self-Directed Work Groups (1994)
    Bingley : Emerald
    Management decision 32 (1994), S. 57-63 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: In the past decade there has been a movement towards "employeeempowerment". Employee/management teams have played an integral part inthis change. Recently, the idea of the self-directed work group hasemerged, giving groups of employees both the responsibility over aparticular area or function of the business, as well as authority tomake decisions and implement solutions in that area. Large productivityincreases, high morale, and increased employee commitment are some ofthe benefits of these groups, but all is not positive. Argues thatcompanies wanting to switch to self-directed work groups must beprepared thoroughly for the changes that will lie ahead. There are anumber of areas which, if focused on now, will minimize the difficultiesthat can result before and after the process of change has begun. Theycan be categorized into three topics: preparing the organization(including top management attitudes, organizational structure,compensation systems, and employee-retention strategies), preparingmanagement (including attitudes, skills training, and vocabularychanges), and preparing employees (including attitudes, communicationand group skills-training, and job cross-training).
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    Rightsizing: The Strategic Human Resource Management Challenge of the 1990s (1994)
    Bingley : Emerald
    Management decision 32 (1994), S. 5-9 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Argues that, before rightsizing is considered, human resource managementmust establish the appropriate human resource plan to give theorganization the edge it needs to minimize the upheaval caused byrightsizing and to remain competitive. Rightsizing is inevitablyaccompanied by changes in the fundamental relationship between theorganization and its workforce. Strategic human resource managers oftoday must comprehend valuable lessons from the past recessional timesto remain organizationally lean and to cultivate resolutions to employeeproblems that are more creative than cash payoffs. Whatever thesituation, staff reduction is always difficult, especially in industrieswhere stability and security of employment has been the custom. Tosurvive, managers must not ignore the important factors relating topeople management. To deal with these issues managers should avoidcertain actions when corporate restructuring becomes necessary. Forexample, unrealistic promises should not be made and action should notbe postponed in anticipation of improvements in the environment. To helpwith motivating the remaining employees, managers also need to knowprecisely what the new corporate strategy actually entails and why thechanges are being made. A truthful and constant flow of information fromtop management can minimize the damage that could be caused by rumoursand allow employees to concentrate on their main tasks. A major functionof human resource management during transitional organizational movementis to support and advise managers in order to reduce complications anddisturbances to the organization.
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    Expansionary Processes of the Small Business: A Life Cycle Profile (1994)
    Bingley : Emerald
    Management decision 32 (1994), S. 43-45 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Based on a survey of small businesses, confirms the life cycle model ofgrowth and progression. Knowledge of the life cycle stages can assistmanagement in anticipating and capitalizing on changes which every smallbusiness must face. The majority of small business respondents were inthe expansion/growth stage of development. The study also confirmed themajor components found within this development stage: ownership,activity of sales; market share; capital assets/equipment; andfinancing. Advice from outside sources, in particular from accountantsand/or CPAs, was also found to support an increase in small businesssales.
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    A Longitudinal Study of the United Kingdom 1500-1900: The Rise and Fall of Innovative Leadership (1994)
    Bingley : Emerald
    Management decision 32 (1994), S. 50-61 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Before 1500 Britain was not considered a major European power. Threehundred years later Britain led the way for the Industrial Revolutionand held sway economically and militarily during the nineteenth century.The twentieth century saw the United Kingdom lose her empire, hermilitary leadership and, most of all, her capacity to lead the world intechnological innovations. What were the circumstances which firstthrust England into world leadership and then led her into technologicaldecline? Examines the rise and fall in a sociocultural context andattempts to generalize the results into a modern context to understandbetter the innovation phenomenon.
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    Communication Network Analysis and Dysfunctional Organizational Coalition (1994)
    Bingley : Emerald
    Management decision 32 (1994), S. 15-19 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Reviews theory on coalition formation and what it might mean to amanager in an organization. Defines coalition, for the purpose of thediscussion, as a means-oriented alliance among groups or individuals whodiffer in goals. Proposes that a theoretic understanding of coalitions,coupled with communications network analysis, would be a useful tool fordiscerning particular types of organizational coalitions and a guide towho might coalesce with whom for a detrimental result.
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    A Human Resource Philosophy (1994)
    Bingley : Emerald
    Management decision 32 (1994), S. 37-42 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: By subjugating the judgement of its managers to systems, or to the egoof a Messianic MD, modern organizations squeeze out the very humanqualities for which they are paying. Argues for greater emphasis onvalue management, with top people demonstrating the ethics which theyespouse. Gives examples of behaviour which arises when there is no clearmoral lead. Organizational effectiveness suffers when we ask people toaccept from the corporation a set of values which would not be toleratedin individuals. Suggests what might be done to correct the situation.
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    HRM: A Key to Competitiveness (1994)
    Bingley : Emerald
    Management decision 32 (1994), S. 10-14 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: In the increasingly competitive global economic environment,organizations are searching for strategies and practices that will givethem an edge. Describes some HRM practices that are used infrequently,but which may enhance organizational effectiveness. A good deal ofempirical literature has demonstrated that the use of these practicescan increase employee levels of performance, and recent research,conducted by the author, found that firms which employ these HRMpractices are more profitable than those which do not.
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    Incorporating Risk into Capital Budgeting Decisions Using Simulation (1994)
    Bingley : Emerald
    Management decision 32 (1994), S. 20-26 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Monte Carlo simulation is one of a number of analytical techniquesavailable to enable managers to assess the risks surrounding capitalbudgeting decisions. Although it is covered in most texts on financialmanagement, surveys have for many years pointed to only limited use ofthe technique by practising managers making decisions about investmentprojects. Describes and analyses a simulation model utilizing facilitiesavailable to most managers. The model uses a macro to automate thesimulation process and generate a frequency distribution of a project'snet present value. The model can be rapidly implemented, uses a largenumber of individual simulations to provide a reliable frequencydistribution and aids managerial decision making by presenting managerswith an easily understood perspective on the uncertainty surrounding aninvestment project.
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    CREAM: Criteria-Related Employability Assessment Method:: A Systematic Model for Employee Selection (1994)
    Bingley : Emerald
    Management decision 32 (1994), S. 27-36 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Presents an improved replicable systematic method for the selection orpromotion of employees through the developmental stages of a case study.The method provides systematic techniques for ensuring fairness andequality of opportunity for all candidates as related to particular jobfunctions. The Criteria-Related Employability Assessment Method (CREAM)has gone through continuous improvement over the past 20 years. Thecase study is of a new firefighter recruit selection process developedfor the Phoenix Fire Department. Criteria were drawn from a group ofthe organization's currently successful employees. Follow-up research ofthose candidates selected for the first two firefighter recruit trainingclasses showed that there was a significantly high correlation betweenthe selected candidates and the criteria group of successful Phoenixfirefighters. The playing field being levelled resulted in a significantincrease in the number of minority group members and females that wereselected to be on the hiring list. The method can be replicated and isapplicable to other organizations in both the public and privatesectors, such as fire departments, police departments, largecorporations and government employee training programmes. Concludes thatCREAM does remove or at least neutralize a great deal of the uses ofpersonali ower, political manoeuvring, quotas and other special internalselection methods while meeting most if not all the external regulatoryrequirements, and assists in ensuring that the people selected know theywere selected for who they are and not for just what they are.
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    The Conductor and the Orchestra: Interactive Aspects of the Leadership Process (1994)
    Bingley : Emerald
    Leadership & organization development journal 15 (1994), S. 22-28 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The ability to successfully direct and inspire 90 to 100 talentedmusicians to perform as one unit is often attributed to the conductor'scharismatic powers. The influence of the player as part of aninteractive process is generally neglected. Examines these assumptionsboth by reference to the literature and from interviews with bothconductors and musicians. Discusses leadership theories appropriate tothe orchestral setting including a distinction between socialized andpersonalized charismatic leadership. The leadership-followership processin the orchestra is seen as having three distinct phases; the testingphase, the working stage and the inspirational stage. Suggestsimplications for leadership in more generalized management settings.
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    Managing Organizational Change through Teams and Groups (1994)
    Bingley : Emerald
    Leadership & organization development journal 15 (1994), S. 18-23 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Points out that a significant element of an individual's life is throughgroups and that there are many different aspects of groups inorganizational life. Holds that the informal influence a group exerts onindividual members through socialization, enforcement of norms anddevelopment of culture is powerful in how individuals respond toorganizational change. Argues that teambuilding is critical to forminggroup responses to change issues, whether through the formal teams orthrough temporary task forces and committees.
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    Leadership and Learning (1994)
    Bingley : Emerald
    Leadership & organization development journal 15 (1994), S. 19-26 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Leadership needs to be seen within the organizational context ofmanaging change (i.e. transformational leadership). The most usefulapproach is through the use of the vision-commitment-management model.Discusses both how leaders emerge in society, and how they can flourishwithin a learning organization and the educational system, the criticalsuccess factors over the longer term being the development andmanifestation of a sense of responsibility and integrity. Britain hassome particular challenges in changing deeply established historicalattitudes and patterns of behaviour, particularly associated with itsculture, political structures and the concept of professionalism; theseneed to be more thoroughly understood if they are to be effectivelychallenged in order to establish more international/multi-culturalleadership styles relevant to the needs of the decades ahead.
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    Reducing Accidents Using a Behavioural Approach (1994)
    Bingley : Emerald
    Leadership & organization development journal 15 (1994), S. 5-10 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: An important distinction in psychology is between external and internaldeterminants of behaviour. Behaviour may be perceived as beingdetermined either by factors internal to the individual (e.g.personality) or by external factors, in particular the consequences thatfollow the behaviour. External factors are central to the behaviouralapproach. The tendency for people to underestimate the importance ofexternal factors in influencing behaviour is discussed. An applicationof the behavioural approach to accident reduction is described and thebenefits and problems associated with its implementation discussed. Theimportance of workforce participation and involvement are emphasized. Inaddition, it is suggested that the commitment of management, especiallyat the highest levels, is required if the programme is to maintainlong-term effectiveness.
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    Emergence of the Operant Model of Effective Supervision: or How an Operant Conditioner Got Hooked on Leadership (1994)
    Bingley : Emerald
    Leadership & organization development journal 15 (1994), S. 27-32 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: A first-hand account of how one of the lesser known features of operantconditioning - its prosocial stance hooked an idealistic graduate studentin the late 1960s and has kept her contentedly spinning models in thefield of leadership.
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    Performance Determinants for Senior Managers: Rhetoric or Reality? (1994)
    Bingley : Emerald
    Leadership & organization development journal 15 (1994), S. 24-32 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Presents details of a study identifying the performance determinantsrequired of chief executive officers (CEOs) and senior managers. Thestudy compares current findings in management competences (referred tohere as performance determinants) with previous research in this field.Although previous research has identified such performance determinants,the bulk of the literature has focused on middle management rather thanon senior management. Sixty-six CEOs and senior managers in the publicsector were interviewed. Preliminary analysis of the data indicated thatthere was little evidence of a generic model identifying the performancedeterminants for senior managers.
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    Networking and Its Leadership Processes (1994)
    Bingley : Emerald
    Leadership & organization development journal 15 (1994), S. 19-27 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Aims to review what has been learned and published recently aboutnetworking, using examples from the experiences of the InternationalManagement Centre (IMC). Describes the IMC network and leadershipprocess (including the use of the two-level Bulletin Board System andthe Atherton Intelligence System) before discussing why networks arenecessary and detailing how they function. Covers areas such as finance,network evolution, and the major causes of failure. Concludes thatnetworks are an important tool for the future in view of their abilityto change to meet market needs.
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    Evaluating Graduate Development:: Key Findings from the Graduate Development Project (1994)
    Bingley : Emerald
    Leadership & organization development journal 15 (1994), S. 9-15 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The Graduate Development Project involved a close examination ofgraduate development in eight UK-based companies over a three-yearperiod. Questionnaire data were obtained from a total of 1,189 graduatesin the first few years of their careers, and 677 of their managers. Thelatter stages of the project involved company-specific development workof various kinds. Key findings are reported concerning graduates'experiences, attitudes and self-rated competences. These are comparedand contrasted with their managers' views. Differences betweencompanies, and between graduates at different stages of early career,are examined. The graduate experiences which most powerfully influenceoutcomes such as organizational commitment are identified. The impact ofthe project on the management of graduate development is discussed.
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    Industrial Strategy: For Britain, in Europe and the World (1994)
    [S.l.] : Emerald
    Journal of economic studies 21 (1994), S. 3-92 
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    ISSN: 0144-3585
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Aims to examine the issue of industrial strategy (IS), paying particularattention to the case of Britain. Sets out to assess the possibility andnature of an industrial strategy for Britain, in Europe, and within theglobal scene, taking into account the world we live in as we see it.Accordingly, the perspective is driven and shaped by a quest for arealistic, feasible and sustainable industrial strategy. In order toachieve these objectives, first examines the theoretical argumentsbehind much of British, and more generally, Western industrial policies.Following this, outlines and assesses British industrial policypost-Second World War then compares and contrasts British industrialpolicy with that of Europe, the USA, Japan and the newly industrializedcountries. Then examines recent developments in economics andmanagement which may explain the "Far Eastern" miracle, and points to thepossibility of a successful, narrowly self-interested, IS for Europe andBritain, based on the lessons from (new) theory and internationalexperience. To assess what is possible, develops a theoretical frameworklinking firms in their roles as consumers and/or electors. This hintsat the possibilities and limits of feasible policies. All these ignoredesirability which, in the author's view, should be seen in terms ofdistributional considerations, themselves contributors tosustainability. Accordingly, discusses a desirable industrial strategyfor Britain in Europe which accounts for distributional considerations,and goes on to examine its implications for the issue of North-Southconvergence. Concludes by pointing to the limitations of the analysisand to directions for developments.
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    By-products and Effective Protection (1994)
    [S.l.] : Emerald
    Journal of economic studies 21 (1994), S. 31-36 
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    ISSN: 0144-3585
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The standard measures of effective protection calculate EPRs byreference to an activity's principal product. In many activitiesby-products which have a positive economic value are important. Revisesthe standard measures to allow for the incorporation of by-products anduses an example to illustrate how their exclusion can impact onestimated EPRs.
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    Falsification, Deductivism, Physics and Time Reversibility and Irreversibility in Economic Systems: A Review (1994)
    [S.l.] : Emerald
    Journal of economic studies 21 (1994), S. 52-67 
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    ISSN: 0144-3585
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Considers two main strands of literature. The first deals with thetension between the falsificationist view of how economic know-ledgecould or should be acquired, and the view that economics is a separate,deductive science. The second concerns the metaphors used in economicanalysis, the main contrast being between metaphors which involvehomeostasis and time reversibility, and those that involve hysteresisand time irreversibility.
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    Tariffs versus Quotas under Duopoly: A Conjectural Variation Approach Revisited (1994)
    [S.l.] : Emerald
    Journal of economic studies 21 (1994), S. 57-67 
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    ISSN: 0144-3585
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Uses a conjectural variation approach to derive a general resultconcerning the equivalence of tariffs and quotas. Shows that, as long asthe quota is binding, the equivalence of tariffs and quotas dependsexclusively on the domestic firm's conjectural variations. Specifically,the domestic prices of the goods under the quota are higher than,identical to, or lower than those under the tariff if the domesticfirm's conjectural variation under the quota is larger than, equal to,or smaller than that under the tariff. This conclusion holds for bothprice-setting and quantity-setting duopoly with heterogeneous goods aswell as quantity-setting duopoly with homogeneous goods.
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    The New Monetary Economics and Keynes' Theory of Money (1994)
    [S.l.] : Emerald
    Journal of economic studies 21 (1994), S. 39-53 
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    ISSN: 0144-3585
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: According to the New Monetary Economics (NME), the introduction ofnon-tangible payments media would altogether invalidate current monetaryeconomics. After an illustration of the main tenets of the NME,critically analyses its rejection of both the quantity theory andliquidity preference on the basis of Keynes' theory of money.
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    Introduction: The Institutional Basis of Market Economies (1994)
    [S.l.] : Emerald
    Journal of economic studies 21 (1994), S. 3-8 
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    ISSN: 0144-3585
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Gives a short outline of the main charac-teristics and emphasizes theactual signifi-cance of Walter Eucken's work. Summarizes the articlesincluded in the journal.
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  • 84
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    Eucken on Capital and Interest (1994)
    [S.l.] : Emerald
    Journal of economic studies 21 (1994), S. 61-75 
    Details
    ISSN: 0144-3585
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Addresses the theory of capital and interest of Eucken. Explains howEucken works out the temporal aspects of the economic process indifferent monetary systems, market structures and economic systems. Thetheory is critically evaluated. Eucken made essential contributions tothe theory of capital and interest (ranking alongside the works ofBöhm-Bawerk, Wicksell, Cassel, Fisher, Allais, Hirschleifer and a fewother economists). The profession would benefit from closer acquaintancewith his ideas.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01443589410070798
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  • 85
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    A Green GNP Model and Sustainable Growth (1994)
    [S.l.] : Emerald
    Journal of economic studies 21 (1994), S. 37-45 
    Details
    ISSN: 0144-3585
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: While there is strong consensus at the conceptual level aboutsustainable development there are few formal models that outline theconditions for environmentally steady and sustainable growth in adecentralized market economy. Addresses this issue by building a GreenGNP model and then deriving a single long-run condition forenvironmentally steady and sustainable growth. Examines the relationshipbetween industrial affluence and environmental decay. If industrialaffluence comes from the lower elasticity of substitution among goods,it does not necessarily cause environmental decay. Finding thatsubstitutability still plays an important role in environmentally steadyand sustainable growth and concludes that public policy makers shouldpay more attention to the relationship between substitutability amonggoods and environmental sustainability.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01443589410071454
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  • 86
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    A Brief Examination of the Japanese Innovative Process (1994)
    Bingley : Emerald
    Marketing intelligence & planning 12 (1994), S. 4-14 
    Details
    ISSN: 0263-4503
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Within the last two decades, the Japanese economic machine has caughtup, if not overtaken, the US as the world's leading economy. Japan hasvirtually conquered the American consumer electronics, semiconductor,and machine tool marketplace and, except for quotas, would have done thesame for the automotive segment. One of the reasons given is of theJapanese innovative abilities. How truly innovative are the Japanese? Inwhat ways do they innovatively prosper and struggle? Examines theinnovative process in Japan, its advantages and disadvantages, andprojects a future scenario for the Japanese.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02634509410052595
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  • 87
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    Preparing the Marketing Manager for Crisis:: The Use and Application of New Strategic Tools (1994)
    Bingley : Emerald
    Marketing intelligence & planning 12 (1994), S. 41-46 
    Details
    ISSN: 0263-4503
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Recent press reports detailing the success of new industrial enterprisesare often misleading. In actuality, failure rates remain high and thevast majority of new ventures will not survive for five years. Advancesthe notion that, while failure is sometimes beyond the immediate controlof company owners (trade and embargo policies barring entry of products,natural disasters such as fire or earthquake destroying companyfacilities), an impressive number of potential crises can be prevented.Further, mitigation steps such as crisis marketing planning can minimizethe negative impact on cash flow and company image that often emergesfrom disaster. A firm that integrates this planning into its strategicplan (and concurrently informs potential investors that it has ponderedand planned for worst-case scenarios) is ultimately better prepared tocope with crisis and reassure stakeholders.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02634509410071837
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  • 88
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    The Anatomy of Marketing Positioning Strategy (1994)
    Bingley : Emerald
    Marketing intelligence & planning 12 (1994), S. 10-14 
    Details
    ISSN: 0263-4503
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Describes the theory and practice of marketing positioning strategy.Reviews the basic decision components or "anatomy" of marketingpositioning strategy formulation from a theoretical-prescriptiveperspective, and highlights those factors considered to be critical tosuccess. Explains how a small UK-based computer company put theseprinciples successfully into action.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02634509410060695
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  • 89
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    Managing Action Inhibitors to Increase Sales (1994)
    Bingley : Emerald
    Marketing intelligence & planning 12 (1994), S. 4-9 
    Details
    ISSN: 0263-4503
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: A vast array of factors can influence the purchase decision. Focuses ona specific subset of influential factors we term inhibitors. Recognizingand disarming inhibitors by removing, neutralizing or using them toone's advantage is crucial in terms of garnering sales. In addition, itcan lead to added customer satisfaction. An effective marketing strategyand sales effort will take account of inhibitors for several reasons: toincrease sales; to increase a customer's perception of value and thusallow for a higher price; to increase product value realization. Fromthe company's perspective, greater value to cost ratios permit higherprices, greater units of sales, or both. The net results are: greateraggregate contribution margins; sometimes a reduction in business risk;and the greater value generation.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02634509410060686
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  • 90
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    The Modern Framework for Marketing Planning (1994)
    Bingley : Emerald
    Marketing intelligence & planning 12 (1994), S. 22-26 
    Details
    ISSN: 0263-4503
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Strategy formulation is a complex process and one which warrants thebenefit of mechanisms which can help to simplify situation analysis.Modern-day thinking takes us into the realms of strategic intent andcore competencies as the prime mechanisms for formulating strategies.Looks closely at these ideas and describes modern planning frameworkswhich can be used to put these concepts to practical use.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02634509410060712
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  • 91
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    Forecasting the Building Industry's Prospects beyond 2000 (1994)
    Bingley : Emerald
    Property management 12 (1994), S. 5-15 
    Details
    ISSN: 0263-7472
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Aims to report the results of research into the techniques offorecasting long-term building industry prospects. Outlines the actualresults of research into the Australian building industry and contraststhe results and factors stressed by a number of forecasters. Develops amodel to show the interrelationships between the key parameters.Consequent on comparisons over a long period (mostly 1960/70 etseq.) and detailed research since 1980, a high degree of validity of theresultant hypothesis has been developed. Therefore, considers thehypothesis and resultant model to be reliable to forecast buildingindustry forecasts beyond the year 2000. Gives consideration to thereliability and validity of the results of the research into forecastingthe building industry prospects in any country's economy.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02637479410052271
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  • 92
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    An Evaluation of Postgraduate Management Education for Project and Property Managers (1994)
    Bingley : Emerald
    Property management 12 (1994), S. 16-25 
    Details
    ISSN: 0263-7472
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Management education is a vital component in the training process forall building professionals and increasing emphasis is being placed oninculcating an effective management ability in addition to specialisttechnical skills. Outlines the philosophy employed in the design anddevelopment of two MSc courses for project and property managers in theSchool of Building & Estate Management, Faculty of Architecture &Building, National University of Singapore. Makes an evaluation of theexperience gained through five years of operation and proposes thenature of future changes. The need for Singapore to enhance the qualityof its human resources as a marketable commodity both regionally andinternationally is perceived as an important requirement for maintainingfuture business success and continued economic growth and survival.Management needs are ever-changing and diverse and a recognition of theskills and expertise required in the market is considered to be ofparamount importance in the design of future curriculum development.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02637479410052280
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  • 93
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    The Role of the Managing Agent (1994)
    Bingley : Emerald
    Property management 12 (1994), S. 26-27 
    Details
    ISSN: 0263-7472
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The manner in which the role of the managing agent has evolved in recentyears has been well documented. In these times of recession and economicuncertainty there has been a further and equally significant change inthe role of the managing agent - this time in philosophy. Looks at thereason behind the change in philosophy and the value in providing abalanced service catering for the needs of both landlord and tenant,with particular emphasis on the payment of occupational costs by thetenant and the way in which these can be controlled by the landlord.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02637479410796690
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  • 94
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    What Tenants Want and What They Will Not Compromise on When Looking for New Premises: Considerations Influencing Relocation (1994)
    Bingley : Emerald
    Property management 12 (1994), S. 28-30 
    Details
    ISSN: 0263-7472
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Explains the factors, and their relative importance, which influencecompanies when considering relocation. Based on research recentlyundertaken into this subject. The main criteria in the choice ofpremises were location, a prestigious building, good car parking,flexible space at the right price and a comfortable and secure workingenvironment. Developers should also work with tenants concerning theirparticular specifications and requirements. Making the right choice canresult in improved employee productivity, together with savings inenergy and maintenance costs. Capital & Counties has attracted newtenants by building environmentally sensitive and aesthetically-pleasingpremises. In conclusion, argues that if developers plan new officescarefully, with the emphasis on tenant care, this should ensure botheconomic and environmental benefits
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02637479410052299
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  • 95
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    Environmental Code of Practice (1994)
    Bingley : Emerald
    Property management 12 (1994), S. 31-32 
    Details
    ISSN: 0263-7472
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Based on an evening workshop held under the auspices of the ConstructionIndustry Environmental Forum on Tuesday, 27 April 1993, describes thedevelopment of an Environmental Code of Practice for Buildings and theirServices.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02637479410052307
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  • 96
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    Recovery of Rent Arrears - The Landlord's Dilemma (1994)
    Bingley : Emerald
    Property management 12 (1994), S. 33-34 
    Details
    ISSN: 0263-7472
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The landlord-tenant relationship is one of the oldest forms of legalagreement with us today. The last seven centuries have seen English lawdevelop through the operation of both the courts and statute. The resultfor the unpaid landlord has been a bewildering array of remedies.Considers the developing range of options open to the landlord ormanaging agent in trying to recover rents and other dues in the face ofmounting financial problems among tenants. Focuses on practicalitiesand selection criteria for the procedures considered
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02637479410052316
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  • 97
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    Joint Venture Vehicles in Property Development (1994)
    Bingley : Emerald
    Property management 12 (1994), S. 16-21 
    Details
    ISSN: 0263-7472
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Joint ventures in property development can bring considerable benefitsto the parties. For example, in a joint venture involving a localauthority the authority will be able to play a positive role in urbanregeneration while the developer will gain credibility and hopefullyobtain a smoother planning process. Examines the strengths andweaknesses of the three classic joint venture arrangements: jointventure companies; partnerships; and "contractual" joint ventures.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02637479410056240
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  • 98
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    Assessing and Managing the Environmental Risks of Property Ownership (1994)
    Bingley : Emerald
    Property management 12 (1994), S. 4-15 
    Details
    ISSN: 0263-7472
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Examines the environmental risks involved in managing and investing incommercial/industrial property in the UK. Looks at some of thequestions which prudent landlords should now be asking of their tenantsin order to assess these risks, and concludes that an environmental riskrating system should be developed and adopted by those responsible formanaging and investing in commercial and industrial property. Quitesimply according to the Royal Institution of Chartered Surveyors, 1993,"...all those involved in the appraisal of land and buildings need toinclude environmental factors in their considerations..." and a systemwhich can allow this to take place should be thoroughly debated by theprofession. It is also suggested that tenants who are adopting policiesto regulate their environmental performance offer landlords aninherently less risky investment from an environmental perspective. Thestrength of the occupying tenant's covenant should also be an integralpart of any assessment of potential environmental risks which faceproperty managers.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02637479410056231
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  • 99
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    A Survey of the Important Attributes for Marketing: Real Estate Agency Services in Singapore (1994)
    Bingley : Emerald
    Property management 12 (1994), S. 22-27 
    Details
    ISSN: 0263-7472
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Examines the factors which motivate developers to appoint theirmarketing agents. This is achieved by comparing the views of thedevelopers and real estate agencies as to the importance of the variousattributes or strengths campaigned by the latter. In the process, aimsto uncover if the attributes considered important by the developers inselecting their marketing agents are congruous with the attributescampaigned by the real estate agency firms. This study will be ofinterest to real estate firms who provide agency services as it willhighlight to them the needs and expectations of developers in Singapore.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02637479410056259
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  • 100
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    Unoccupied Rating: The Case for Reform (1994)
    Bingley : Emerald
    Property management 12 (1994), S. 28-33 
    Details
    ISSN: 0263-7472
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: On 1 April 1990, with the introduction of the Uniform Business Rate,came new provisions relating to the rating of empty non-industrialhereditaments. In a booming marketplace, with almost full occupancy, theimposition of a 50 per cent compulsory unoccupied rate charge might passunnoticed. However, in a depressed market, costs incurred by owners ofunoccupied property have widespread implications. Based onunder-graduate research, concentrates on why unoccupied rate liabilitywas introduced in its previous and present form, the reasons for itspast reform and the justification for reform of the present legislation.Analyses the plight of owners today and prepares a case for the reformof the current legislation.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02637479410056268
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