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IN present day structural design we are very often faced with the problem of a strut of some particular constant cross section with partially fixed or free pin‐jointed end conditions and in which the line of action of the applied load does not coincide with the neutral axis of the strut. Indeed, it is unlikely that such coincidence is ever achieved, both on account of production errors and initial crookedness.

IN dealing with beams, in which the trace of the plane containing the applied bending moment does not coincide with a principal axis of the beam section, the present design method is to draw the Momcntal Ellipse on the section in question and at the point where the trace of the plane containing the applied bending moment cuts the Momental Ellipse, a tangent is drawn. The line‐drawn through the centroid of the section parallel to this tangent is then the neutral axis under the conditions of loading, and the perpendicular distance between these two parallel lines is the radius of gyration of the section for this plane of loading. The fibre stress in the section is maximum at the point in the sectipn furthest away from the neutral axis under the component of the applied bending moment which is perpendicular to the neutral axis.

Reports on a mailed questionnaire survey of corporate managers and executives from fields other than communication and public relations (accounting, administration, engineering, legal, operations, marketing, etc.) in four major corporations. Analysis included frequency and mean tests plus factor analysis. Results suggest these managers and executives consider the public relations function to be significantly important to their organization. However, most of those surveyed do not know what the public relations function in their organization is or does. Respondents (n = 423) ranked external communication activities to be considerably more important than internal communication. Technical public relations skills were also considered more necessary than public relations management abilities. Few thought corporate communication or public relations people needed to be involved in strategic planning or organizational decision making.

This paper reports on personal and telephone interviews with senior‐level corporate managers and executives from fields other than public relations and communications (administration, engineering, finance and accounting, human resources, legal, marketing, sales and production) in three corporations. This qualitative study (n = 61) is a follow‐up to the author's earlier quantitative postal questionnaire survey of a similar group of subjects (n = 423). All interview participants were subjects in the quantitative research. The results add additional evidence to the author's previous findings suggesting that corporate executives from other fields do not understand the corporate communications or public relations functions. As was the case in the quantitative research, subjects interviewed in this qualitative study considered external communications — especially media relations — to be the most important task that their organisation's public relations professionals were responsible for. Technical public relations skills were considered more necessary than communications management abilities for public relations professionals. The findings also suggest that the public relations function needs to do a better job of being accountable by establishing metrics to measure the effectiveness of communications efforts. Public relations also needs to be managed in such a way that it will help organisations better to achieve business goals, especially those of the new global economy.

This paper aims to investigate the conceptualisation of corporate communication management (CCM) and its dimensionality from the practitioners’ perspectives. It proposes to validate an operational definition and dimensions of the CCM construct, which have not been identified in the literature.

The initial concepts are based on academic literature and followed by 12 face-to-face interviews with corporate communication practitioners and consultants from Malaysia to confirm the practicality of each dimension. QSR Nvivo Version 9.0 software is used to analyse the qualitative data. Then, the data are classified through deductive content analysis based on key words or themes.

The diverse perspectives are shown from the practitioners and consultants on the dimensionality of CCM. Most of the interviewees suggest that CCM dimensions include corporate advertising, corporate affairs, investor relations and employee communication within the corporate communication and other departments. They also found the public relations and media relations are clearly under corporate communications manager’s supervision. This research confirms the concept of CCM and its dimensionality to operationalise the CCM construct. The CCM dimensions also offer opportunities for further research to develop the measurement scales.

This research contributes to the clarification on the subject matter by developing clear concepts of the CCM and by offering insights about the role of the CCM dimensions, which help managers to more successfully incorporate the CCM dimension into the corporate management strategy. This paper also examines the concept of CCM and confirms its dimensionality, which helps in developing the CCM measurement for further quantitative research.

The use of competitor analysis is a rapidly growing area of business activity, especially among major corporations, across the world. The old military stratagem “know your enemy; through knowing your enemy you can beat him/her”, has found new life in the contemporary business environment. Surveys carried out in Europe and the USA in 1989 found that two‐thirds of competitor analysis departments were less than three years old. Competitor analysis is becoming increasingly seen as a key component in strategy formulation, in particular, in forming marketing strategy.

This special “Anbar Abstracts” issue of the Marketing Intelligence & Planning is split into nine sections covering abstracts under the following headings: Business Strategy; Marketing Strategy; Customer Service; Sales Management; Promotion; Marketing Research/Customer Behaviour; Product Management; Logistics and Distribution; Sundry.

Estimates a total effects cost function using a national 1994 health maintenance organization (HMO) data set to examine and update findings related to HMO efficiency. The cost function controls for ownership characteristics (profit status and ownership), size, enrollment diversity, regional location, product diversity, model type, payment characteristics, and years of operation. While not explicitly controlling for quality or acuity, measures of plan and enrollee diversity help control for acuity and quality. Results show that most of the difference in cost efficiency between HMOs is explained by factors specific to the HMO, including efficiencies of scale and scope, lower levels of Medicare patients, and efficient levels of capital. The study also shows that for‐profits are more efficient than non‐profits because they rely less on withhold pools to control costs. Limitations of the study include weak controls for quality of care, and limited data related to payment characteristics.

The purpose of this paper is a cross‐cultural analysis to compare the profiles of international screen‐tourists by nationalities. Also it investigates the screen‐tourism concept as associated with the Hallyu phenomenon. Owing to the nature of the topic being examined, an instrument with study‐specific items was created.

The objectives of this paper were achieved through the critical review of previous screen‐tourism literature combined with a structured on‐site survey which included both open‐ and close‐ended questions with inbound tourists who were visiting the Daejanggeum Theme Park in South Korea.

The principal value of this study can be seen in its offering of a general overview of the characteristics of screen‐tourists induced by the television drama Daejanggeum. The outcomes of this study concurred with the findings of some previous research which indicated the powerful impact of consuming popular media products including television dramas on destination choice and increase in tourist numbers. Therefore, the findings present a considerable amount of insight into the screen‐tourism phenomenon.

Despite the overall success of the research methodology, a number of limitations were identified. Probably, the most significant of these relates to the generalisability of the results. Whilst this research has contributed to the existing knowledge of screen‐tourism, it would undoubtedly be beneficial to build on it through further research. In particular, research that would examine whether the main findings identified here are more widely representative would be useful. A multi‐destination paper could be undertaken in which would provide rich, comparative data on the nature and characteristics of the phenomenon in other such destinations.

This paper will be of value to academics and industry practitioners interested in screen‐tourism and indeed tourism in general as well as students studying the screen‐tourism phenomenon. The results of this study could benefit destination managers, academics, film and television stakeholders who have an interest in screen‐tourism destination development.

This paper offers a general overview of socio‐demographic characteristics of international screen‐tourists induced by a television drama and it explores the differences in screen‐tourists' profiles including travel patterns and screen product preference in the inter‐Asian dimension. The paper addresses a gap in the literature on the area of cross‐cultural analysis and the screen‐tourist.

The purpose of this paper is to provide a comprehensive definition of green management. In the quest to systematically develop an inclusive definition, it seeks to take an exploratory approach to investigate the existing literature on green management from three different perspectives: first, tracing the history of how this concept emerged over time; second, considering the practices in which green organizations actually engage, focusing specifically on one company that has been recognized and honored for its extraordinary efforts toward sustainability; and third, reviewing the current developments in critical theory related to environmental issues and business.

This exploratory review of the literature uses a tripartite approach to forge a sound definition and conceptualization of the term green management. Exploration of green management from the three angles mentioned revealed some commonalities and consistencies in the terminology and concepts. Factors common to the three perspectives were included in the proposed definition of green management.

The ultimate product of the review is a comprehensive definition of green management. The identification of several commonalities using a tripartite approach lends support to the proposed definition and indicates to both researchers and practitioners that certain factors should not be ignored when attempting to study or practice green management.

To the authors' knowledge, green management has never been collectively reviewed from these three perspectives and the systematic approach resulted in a comprehensive definition that can help coordinate future research efforts around a common conceptualization.