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This paper defines the newly emerging concept of knowledge management. The topics presented include: principles and practices of knowledge management, organization, distribution, dissemination, collaboration and refinement of information, and the effect on productivity and quality in business today. The technical applications and tools currently utilized within this discipline are also discussed. Case studies are included on the following firms: Teltech, Ernst & Young, Microsoft, and Hewlett Packard. These are analyzed to determine the effect knowledge management practices have on quality improvement and increased productivity. The authors have included a recommended strategy for implementation of knowledge management “best practices”. Finally, conclusions are drawn regarding the strategic direction of this new discipline and its effect on competition, productivity and quality for the business of tomorrow.

The North American Free Trade Agreements (NAFTA) purports to eliminate barriers to free trade among the North American nations of Canada, the United States and Mexico. The vehicles to this end are the phaseout of tariffs and accords concerning intellectual property rights, land transportation, and aspects of the environment. Full implementation is scheduled to take place by January 1, 1998 (Ernst and Young, 1991). One of NAFTA's prime advantages for the United States is the possibility of new business opportunities. Major questions arising from these advantages are: which country contains the better opportunity? Moreover, how is this determined? Based on collected data, certain environmental factors and subfactors were most important in assessing the business potential of each country. These factors, along with corresponding subfactors, are market potential (market size, competition); political; social (education, crime); cultural (language); and economic (exchange rate, transportation, labor, tariffs). A discussion of these factors on Mexico and Canada follows.

Defines and compares the differences in management styles and performance measures in Eastern and Western global business operations. The cultural differences between Thailand and the USA specifically, will be analyzed to determine their impact on the selection of a seniority v. merit promotion system. The methodology used was a questionnaire consisting of 12 questions distributed to 50 Thai companies and 50 US companies. The respondents were asked to identify the promotional structure as seniority or merit based, distinguish the benefits, and/or negative impact of the promotional structure within their respective firms, and define the effects of the structure on promotion, benefits, and corporate decision making. A summary of the findings, inclusive of statistical data comparison, is also included. Conclusions and recommendations are provided based upon the data, which suggest that the seniority‐based promotion system should change for Thailand to remain competitive in a hyper‐intensive, dynamic global marketplace.