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Coopers & Lybrand, managing consultants, working in association with a consortium of Unilever companies, have developed a new tool for distribution strategy. It takes advantage of the latest EDP technology and presents information to the planner which enables him to test alternative strategies rapidly with the aid of visual display facilities. John Pendlebury outlines the system in this specially contributed feature.

Public participation is sometimes suggested as a way to establish legitimacy for contentious policies needed to realise a transformation in the transport sector to meet sustainability and climate goals. In this chapter, we first aim to summarise and draw conclusions from each part of the book, not least in relation to the transformative potential of public participation in the sector. The chapter also suggests recommendations for further research in the field. Important topics discussed are the diversity of public participation in transport; limits to participation; the specifics of participation in the field of transport; and the issue of consensus and dissensus. As regards transformation of the sector, public participation is considered a prerequisite, but the book also includes several cases where public participation does not seem to possess a transformational potential. We suggest representative, deliberative forms of participation as a possible solution to overcome dilemmas of representativeness, (lack of) knowledge, and the participation burden. We conclude that public participation is not easy, it has to be prepared and designed carefully to avoid unexpected consequences, and there is currently a need for more experiments and pilot projects on public participation in the field of transport.

Despite, or perhaps even because of, the economic uncertainties of the period, the 1970s witnessed a radical transformation of the British distributive system. Most of the changes which occurred were similar to those experienced elsewhere in the Western world, and in a review of developments in EEC countries, Dawson has suggested that the impact of these changes on society could be similar to that produced by the Industrial Revolution. In Britain at least, the changes in distribution were, and remain, a result of very marked changes in society: most notably the change in consumption patterns brought about by endemic inflation, increasing unemployment and periodic world energy crises. The result has been increased competition, a search for greater efficiency and diversification of traditional product lines. Thus the British distribution system throughout the 1970s was dominated by the trend to mass merchandising, by the emergence of large firms and a consequent increase of corporate power and by the appearance of new distribution forms. While many of the conditions and developments experienced in the 1970s are expected to continue into the 1980s, it has been predicted (Distributive Industry Training Board 1980) that by the 1990s further revolutionary changes are likely to have occurred, particularly as a result of widespread automation involving new technology. The industry is, therefore, in the middle of a period of very rapid change.

The current research agenda for construction process improvement is heavily influenced by the rhetoric of business process re‐engineering (BPR). In contrast to the wider literature on BPR, there is little evidence of critical thought within the construction management research community. A postmodernist interpretation is advocated whereby the reality of management practice is defined by the dominant management discourse. The persuasiveness of BPR rhetoric is analysed with particular reference to the way in which it plays on the insecurity of modern managers. Despite the lip service given to ‘empowerment’ and ‘teamwork’, the dominant theme of the re‐engineering movement is that of technocratic totalitarianism. From a critical perspective, it is suggested that BPR is imposed on construction organizations to ensure continued control by the industry's dominant power groups. Whilst industry leaders are fond of calling for ‘attitudinal and cultural improvement’, the language of the accepted research agenda continually reinforces the industry's dominant culture of ‘control and command’. Therefore, current research directions in process improvement perpetuate existing attitudes rather than facilitating cultural change. The concept of lean construction is seen to be the latest manifestation of this phenomenon.

Satisfying target markets is a major strategic purpose of all organisations. Logistics management, however, often encounters difficulty in serving individual customer groups. The target market or market segment is the building block of corporate strategy, the focus of both marketing and logistics efforts. Marketing focuses narrowly on specific sets of customers who respond in a similar way to the marketing mix. Logistics strategy, on the other hand, stresses the integration of material and product flow through the organisation as a single unit. The common bond lies in meeting the needs of these groups.

This chapter reports on a longitudinal quasi-experimental field study within an organizational design of a global consumer products manufacturer moving toward high-performance work systems (HPWSs) in North America by integrating business centers and self-directed work teams (SDWTs) coupled with 13 other action-levers within an integrated and bundled high-performance organizations (HPOs) re-design. The results of this organizational design effort are assessed using different types and levels of organizational outcomes (hard record data, behavioral, and attitudinal measures) along a 5-year temporal dimension punctuated by multiple time periods (baseline, during, and after). The organization, which was “built to change” (Lawler & Worley, 2006), in this research had already highly superior or “exemplar” (Collins, 2001) levels of organizational performance. Consequently, the real research question becomes: “What effect does state of the art organizational design and development have on an exemplar organization?” The study also calls into question the field's ability to truly assess exemplar organizations with existing measures of organizational change and development.

Using a sample of some 300 small independent businesses, drawn from Central London, the paper examines how entrepreneurial behaviour affects business performance. It is argued that small businesses motivated by a desire to grow in terms of sales and/or employees and to survive in a dynamic and competitive environment need to be innovative. However, to what extent they will innovate successfully depends on their capacity to plan ahead, their capacity to innovate and their willingness to take risk. It is shown that entrepreneurial businesses are characterised by these competencies that allow them to innovate and thus develop and grow successfully. Not surprisingly, not all small businesses are equipped with these three competencies owing to their diverse array of strengths and weaknesses arising from the diversity in the managerial motives and aspirations of entrepreneurship. These results highlight the importance of the capacity to innovate and the capacity to plan ahead as strong predictors of small businesses’ performance.

The competitive pressures being placed on Western manufacturing organizations require new restructuring models, which take account of value‐adding capability and guide investment. Time‐based manufacturing strategies offer a framework to develop the total input/output chain in isolation of selling price. This method can be used successfully in batch‐manufacturing companies to reduce throughput time and conversion cost – the method is non‐capital‐intensive and involves total company and people commitment. Discusses a case study and results from implementation in a JIT environment in the electrical switchgear industry. Further research is required to link throughput time reduction with total factory cost and investment justification.

Aims to set systems thinking into the context of manufacturing systems management (MSM), which is defined as a functional domain that involves the necessary activities such as design, implementation, operations and monitoring, needed to regulate and optimise a manufacturing system as it progresses through its life cycle. Based on a number of key principles of systems theory, results from an extensive analysis of the relevant methodologies and techniques, and data gathered through industrial practice, a conceptual MSM framework is proposed. This framework specifies the key functional areas of MSM, outlines the contents and relationships within them, and then logically integrates these into a closed loop to provide the basis for the development of a set of consistent parameters and procedures. Its aim is to help achieve understanding of the problem domain, and to provide guidance for the development of effective mechanisms and tools for future MSM activities. A number of cases to illustrate its industrial application are also presented.