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The present paper aims to discuss the concept of competence from a multicultural perspective, for organisational success. It argues that models that view competence as a sum of competencies for management development within organisations could benefit from a multicultural perspective that put those competencies within the context of cultural sensitivity and understanding, so as to promote a trustworthy organisational environment crucial for any institutional change for competitive edge. It analyses theoretical approaches to the concept of competence in organisations, focusing particularly on those that take into account multicultural concerns and the need for building trust within organisational environments. It then addresses the meanings of competence as understood by executives acting in some organizations in Brazil, depicting emphases and silences in those discourses, as well as implications for logistics and management decision in a multicultural perspective.

This paper aims to discuss ways for fostering innovation management and innovation in management education sensitive to cultural diversity. It explores strands in the literature concerning cross‐cultural awareness and undertakes a case study, carried out in a multicultural organisation, aimed at pinpointing challenges faced by managers working in such environments. Argues that logistics could help understanding, sensitising and taking into account cultural diversity in management education. Also claims that cultural plurality is an asset, rather than a constraint. The article concludes by suggesting possible ways ahead in the development of culturally sensitive managers in an increasingly globalised but also highly multicultural world.

The paper's aim is to discuss envy as an institutional force that can sap peoples' energy and provoke inner conflicts that may prevent institutional flourishing. This represents a crucial element in the so‐called hidden curriculum of any institution, including higher education ones. The paper also intends to further the analysis of envy, its effects and ways to diminish them in the context of academic and non‐academic organizations, from a multicultural perspective.

The paper's approach is a literature review and a qualitative methodology of story lives in the form of narratives of main actors in high echelons of institutions in Brazil that deal with key areas in higher education institutions (HEI). It discusses how envy has been perceived in their institutional contexts and what possible models of multicultural leaders could emerge from those narratives.

Counteracting forces in relation to the effects of envy in organizational climate could be noted, particularly highlighting the role of multiculturally sensitive leaders in dealing with it.

The role of leaders in enhancing organizational and collective goals and promoting the valuing of plural institutional actors was particularly stressed as a possible path towards minimizing envy at the work place. The role of the curriculum in HEI and even of citizenship education in primary and secondary schooling is highlighted to better equip students to address ethical and multicultural dimensions in their future professional lives.

Productivity and capacity for innovation – issues increasingly addressed in institutional evaluation – should be likely boosted in environments where leaders competently deal proactively in a way that prevents envy to become a destructive force. The paper shows that HEIs have a high potential for contribution, by preparing future professionals in broader, multicultural perspectives that better equip them to become leaders for a better world.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/02632779610129104. When citing the article, please cite: Alberto G. Canen, Geoff H. Williamson, (1996), “Facility layout overview: towards competitive advantage”, Facilities, Vol. 14 Iss: 10/11, pp. 5 - 10.

Provides a rationale for looking at logistics and cultural diversity from a global “intercultural” perspective, and proposes this view as a potential tool for sensitizing logistics managers to cross‐ concerns. Concludes that any firm which embraces this concept by understanding cultural differences and going beyond cultural boundaries will reap increased organizational performance.

This paper aims to contribute to the understanding of organizational conflict management from a multicultural perspective in the context of higher education institutions (HEIs).

Besides a theoretical discussion about multiculturalism and leadership, a case study based extensively, but not exclusively, on oral history has been undertaken within a unit of a HEI in Brazil. The case study, which illustrates the cost when multicultural leadership is absent, is based on a combination of first‐hand information and facts reconstruction.

The research discussed in this paper showed that the system of constructing “otherness” and isolating it can actually be characterized as workplace bullying condoned by extremely mono‐cultural leaders. An alternative scenario with more multiculturally competent leaders is discussed, providing possible tools and avenues for organizational conflict management.

HEIs should be viewed as multicultural organizations, not only for the purpose of developing multicultural curricula but also for reviewing the impact of institutional practices and leadership on the organizational climate. Leaders should be ethically and multiculturally accountable for ensuring an institutional identity that is open to cultural plurality and to the challenge of the institutionalization of differences.

This paper goes beyond multicultural issues restricted to individual and group identities and incorporates institutional cultural climate and the role of multicultural leaders in organizational conflict management in the context of HEIs, hitherto not much discussed, which may open up new debates in the area.

The purpose of this paper is to show that time‐based competition (TBC) strategies aligned to logistics and to multicultural awareness can help organisations respond appropriately and more quickly to the different needs and expectations of customers located around the globe. In a globalised market, where organisations are located in many different countries, establishing competitive advantages that result in sustainable leadership has become a goal to be reached.

TBC was studied in furniture companies in Finland, Sweden, Denmark and Brazil by conducting case studies. The research presented here is part of a larger study that focuses on TBC strategies and multiculturalism in the furniture industry.

Data were collected from various furniture companies located in countries targeted in this study in order to gauge the extent to which TBC in a multicultural and logistic‐oriented approach has been taken on board, and how important it seems to be perceived in national contexts.

The paper presents some comparison on logistics management practices between the countries and suggests managerial implication for development and discusses about connection between cultural aspects and time based management.

This article is an experiment carried out in a Brazilian higher education institution. It focusses on the participants’ perceptions and assumptions concerning multiculturalism before and after the exposure to a multicultural seminar, held during an international logistics module. It deals with the theoretical approach to logistics and multiculturalism, and its relevance in the contemporary world. It discusses the data gathered. It argues that a multicultural approach should be developed in organisations, pointing out that the handling of cultural differences seems to be one of the most relevant factors in the success or in the failure of companies in a globalised setting. It also contends that the university is a privileged arena for the development of this approach. Points are raised for a multicultural approach to logistics and management education.

The strategic aim of this paper is to investigate whether time‐based competition (TBC) strategies are related to cultural aspects. In addition, the influences of company decision‐making and the success of competitive strategies in diverse globalised markets will be examined. Based on a multicultural perspective, the way time is considered depends on different assumptions among countries and cultures, as well as organisational patterns of decision‐making for a variety of business areas and services. TBC and its relationship to logistics and multiculturalism through the international benchmarking of furniture companies are then explored.

TBC and cultural perceptions in furniture manufacturing companies located in Brazil and Scandinavia were investigated. Data were collected from furniture companies by questionnaires and were analysed through descriptive statistics and multivariate techniques. The research presented here is part of a larger study that focuses on TBC strategies and multiculturalism in the furniture industry.

Data were collected from furniture companies located in different countries. The findings illustrate that there is a correlation between TBC strategies and cultural variables, as well as between TBC and seeking for local partnerships.

The originality of the paper lies in addressing relationships between TBC strategies, cultural aspects and the role of partnerships to improve logistics management competitiveness. To date, this area has received little attention in the literature. Likewise, the results point to partnerships being necessary to improve TBC and logistics strategies.

Facility layout is a classical industrial/production engineering problem. Good layout will help any company to improve its business performance. Presents a general overview of the facility layout problem and includes information about approaches to the solution of the problem. Discusses the role of the computer; and the contribution of facility layout to an organization’s competitive advantage. Describes experiences of organizations with facility layout.