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Reviews some of the key issues and strategies associated with current thinking on management development, starting from the perspective that appropriate management development is a prerequisite to economic success in the 1990s. Since information professionals may be located in a variety of different organizations and in the duration of a career may make several career moves between different organizations and types of employment status, it is important that they share responsibility for their own personal development strategy with that of their employing or contracting organization. Where appropriate, this personal development plan must include management development. Organizations, on the other hand, need to establish appropriate management development programmes to support the development of management skills in all of their managers. Both parties need then, to be committed to management development and need to meet to agree shared objectives for specific time periods. This meeting is often part of an appraisal system. Management development programmes need to take account of national initiatives such as IIP and MCI and may make use of a range of different approaches including mentoring, self‐development, action learning and outdoor development. Concludes with action plans for both individuals and organizations which demonstrate the shared focus but differing perspectives.

Thinking about poverty alleviation depends greatly on one’s underlying theory about the way the global economy works and, therefore, about the reasons for the existence of poverty. The development literature does not sufficiently acknowledge the contradictions that exist between the conventional or neo‐classical position on development and the critical or “appropriate development” perspective. The following discussion considers the main differences between these two positions and argues that the neo‐classical position must be abandoned. Implications for development practice in general and for the issue of poverty alleviation are then taken up.

The personalities, style and job demands of top ranking police officers have never before been seriously analysed. Here, by using a management development survey, key personality characteristics and the management and interpersonal styles of top ranking officers are identified. The views of chief officers are discussed, together with an examination of the necessary qualities required. Ways in which senior officers can improve their performance through management training and development and how this can assist their professional growth and development, are emphasised.

This study aims to investigate the effects of organizational culture factors on the selection of software process development models and develops a conceptual model for selecting and adopting process development models with an organizational culture approach, using 12 criteria and their sub-criteria defined in Fey and Denison’s model (12 criteria).

The research hypotheses were investigated using statistical analysis, and then the criteria and sub-criteria were selected based on Fey and Denison’s model and the experts’ viewpoints. Afterward, the organizational culture of the selected company was measured using the data from 2016 and 2017, based on Fey and Denison’s questionnaire. Due to the correlation between the criteria, using the decision-making trial and evaluation technique, the correlation between sub-criteria were determined, and by analytical network process method and using Super-Decision software, the process development model was preferred to the 12 common models in information systems development.

Results indicated a significant and positive effect of organizational culture factors (except the core values factor) on the selection of development models. Also, by changing the value of organizational culture, the selected process development model changed either. Sensitivity analysis performed on the sub-criteria implied that by changing and improving some sub-criteria, the organization will be ready and willing to use the agile or risk-based models such as spiral and win-win models. Concerning units where the mentioned indicators were at moderate and low limits, models such as waterfall, V-shaped and incremental worked more appropriately.

While many studies were performed in comparing development models and investigating their strengths and weaknesses, and the impact of organizational culture on the success of information technology projects, literature indicated that the impact of organizational sub-culture prevailing in the selection of development process models has not been investigated. In this study, new factors and indicators were addressed affecting the selection of development models with a focus on organizational culture. Correlation among the factors and indicators was also investigated and, finally, a conceptual model was proposed for proper adoption of the models and methodologies of system development.

The objective of this paper is to make a distinction between conventional and the appropriate conception of development. The relationship between the two is contradictory with regards to means and ends. This paper argued that conventional development theory was responsible for the economic disparity between the developed and developing countries. The tendency to equate development with growth has led Third World to be developed into a state within the global economy, whereby vast quantities of its land and labour now produce for export while billions of its people remain poor and their ecosystems deteriorate. Many see development as a form of plunder. The failure of conventional development has provided the foundations of an alternative approach, especially one relevant to the Third World countries. This paper concludes by outlining thirteen basic principles of alternative development theory and practice.

Inherent in MIS applications undergoing development are elements of risk and a potential for failure. A strategy for choosing a development approach based on project risk is presented. Project risk is examined in the light of project size, a development group's experience with a technology and project structure. Three development approaches are considered: SDLC, prototyping and end‐user development. The simple and joint outcomes of project risk vis‐à‐vis development approach are described along with the proposed strategy.

ISO 90003 provides guidelines for applying ISO 9001 to software development processes. The purpose of this paper is to present how the software development process in large, virtual teams (LVTs) can be managed, so that they are in compliance with ISO 9001.

The firm's actions are described in a case example format that illustrates how fit between theory and practice is achieved; and forms a precursor to the derivation of appropriate research arguments.

The steps presented show the application of ISO 90003 guidelines to software development planning activities in LVTs, to meet the requirements of ISO 9000 certification.

The scope of this paper is limited to the application of Section 7.3 (Design and development) of ISO 90003:2004 to the software development process. The paper presents the discussion in a “generalized” fashion so that the steps described can be implemented by any software development company.

The implications for managers in this study lie in the presentation of a set of steps to manage software development processes in LVTs, so that they are in compliance with ISO 9001.

There is a dearth of studies on the application of process‐based approaches in virtual organizations. This paper addresses this gap in the literature by examining how software development processes in virtual organizations (specifically, LVTs) may be formally managed, so that they are in compliance with ISO 9001.

Describes research undertaken to evaluate the appropriateness of strategic performance measurement (PM) system development processes for small‐ and medium‐sized enterprises (SMEs). An evaluation is undertaken of ten PM approaches found in the literature. To facilitate this evaluation a typology is presented which synthesises current theory. This evaluation resulted in the identification of a process, based on its congruency to the theoretical model, which is used for an empirical investigation. Empirical data from SMEs is collected and analysed using the typology. This indicates a discontinuity between current theory and the requirements of practitioners in small companies. The paper concludes with a number of recommendations to facilitate the development of appropriate PM processes for SMEs.

Provides a review and ready reference to recent writings on new service development (NSD), especially for the financial services sector. Discusses the types of new service development, the purposes served by them and the processes. Refers to the key activities of NSD and measures its success. An annotated bibliography supplies a very useful guide to the new service development literature.

The purpose of this paper is about understanding an existing situation in a South Indian village and developing a strategy to produce and market speciality hand knitting yarn, involving the unpaid labour (women) in the handloom industry. An observation method (field study) is used to identify an appropriate method for the design and development of speciality yarns.

Participatory action research is a recursive process that identifies methods leading to the choice of appropriate technology (AT) for the production of speciality yarn. A field study observation method was carried out to identify an AT that is acceptable for the community considering their socio-cultural background of the society. Once the technology (AT) was identified to design the speciality yarn, the research then tests the quality and marketability of the yarn.

The method used for product design and quality testing can be adapted by researchers and designers to develop craft items that can build a platform to start a small-scale business. The research describes a model/framework that could be used/investigated by other bodies in the future.

The limitation of AT and the approach taken for research cannot be clearly identified without testing the production method with the women in the village.

This research confirms that along with identifying a sustainable method of production for speciality yarn, it is very essential to ensure the quality of the product that can compete with other market-available hand knitting yarns.