Search results

The author feels haunted; troubled by the ethnography that the author conducted some years ago of a new partnership group that was attempting to set up a community learning centre. The author is aware that it doesn’t sound like a particularly alarming research topic, and perhaps that is where some of the issues began. The author did not expect an ethnographic haunting to occur. The partnership recruited the author less than a year into the creation of the project and spent two years as a sort of ‘researcher in residence’. The original idea was that the author would observe the initial development of the project and then, when the community learning centre was established, the author would research the centre’s activities and how they were experienced by village residents. However, fairly soon into the project, problematic dynamics developed within the group, leading to irreconcilable conflict between members. The community learning centre was never established and the author was left to piece together an ethnography of a failed partnership. Researching an increasingly dysfunctional partnership was an emotionally exhausting activity, especially when relationships between members became progressively hostile. Managing data collection and analysis at this time was difficult, but the author was shocked that, a number of months (and now years) later, revisiting the data for publication purposes remained uncomfortable. The author managed to produce the PhD thesis on the back of this study, but the author has not felt able to go back to the data, despite there being findings worthy of publication. This ethnography is in a state of limbo and is at risk of becoming lost forever. In this chapter, the author explores the reasons for this and discusses lessons learned for future projects.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb001483. When citing the article, please cite: Geoffrey C. Kiel, Carol Ann Howard, (1988), “The Pacific Rim: An Emergent Force”, Management Decision, Vol. 26 Iss: 1, pp. 30 - 35.

A lot of attention is currently focused on the Pacific Rim as a major world trade area, equivalent to the European Community. Companies may see this as an increased market opportunity or as increased competition but however they view it, a regiocentric strategy focus, based on the entire Pacific Rim is required.

Examines the importance of the Pacific Rim in terms of its market potential and of economic growth. Looks at the extent to which it rivals the European Community, and also the implications of the developments in the Pacific Rim for international marketing strategy. Concludes that the Pacific Rim is a reality with respect to the economic development of several Pacific Rim countries over the past decade, and with respect to the level of trade within that area. Proposes, however, that it is still a vision with respect to developing close formal ties with the European Community.

Finds in a study across 25 organizations more talk about high‐involvement leadership than effective implementation. Part of the problem was that senior managers wore rose‐coloured glasses when viewing high involvement in their organizations, which obscured the need for more action. There were many other barriers to empowerment, including a lack of appropriate rewards, mistrust and lack of self‐motivation on the part of front‐line employees, and leaders’ skills. Identifies various factors that hurt and helped high‐involvement leadership. But if used well, empowering leadership practices had handsome payoffs for leaders, their direct reports, and organizational effectiveness. Makes five recommendations to help managers implement high‐involvement leadership better.

Finds in a study across 25 organizations more talk about high‐involvement leadership than effective implementation. Part of the problem was that senior managers wore rose‐coloured glasses when viewing high involvement in their organizations, which obscured the need for more action. There were many other barriers to empowerment, including a lack of appropriate rewards, mistrust and lack of self‐motivation on the part of front‐line employees, and leaders’ skills. Identifies various factors that hurt and helped high‐involvement leadership. But if used well, empowering leadership practices had handsome payoffs for leaders, their direct reports, and organizational effectiveness. Makes five recommendations to help managers implement high‐involvement leadership better.

The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.

The motivation to manage is a key factor influencing the energy and effort people bring to the job. A review of a training approach outlines action that can be taken.

In the past few years more and more librarians have discovered electronic mail. One indication of this new awareness is the proliferation of library‐specific bulletin boards and computer conferences on established electronic networks like Bitnet and Internet. The number of authors listing e‐mail addresses in library journals has also increased significantly. Conference participants may be asked to give an e‐mail address as well as a regular mail (“snail mail”) address on committee rosters. Some libraries have local area networks that tie them into campus or systemwide networks.