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For the plant manager there are many suggested remedies for increased plant productivity. Detailed survey data from 555 factories, principally in the US, Europe and Korea, are used to examine the factors that contribute to productivity. Regression analysis is employed with five distinct measures of productivity and productivity gain and the results indicate a number of key variables are responsible. Many similarities are reported across the three samples analysed, but three factors stand out: improved flow of materials; investment in new technology; and human resource initiatives.

Long‐range planning is really a phenomenon of the Eighties in South Korea. Historically, the concept was introduced in the mid Sixties, influenced by the country's first five‐year economic development plan, which began in 1962. However, planning was not naturalized until the Seventies. The impetus arose when:

Considers the approaches to quality improvement undertaken by organizations in Korea, New Zealand and the United States of America. Relates alternative quality improvement approaches to actual operating and financial performance. Productivity improvement approaches were also investigated and related to performance. Multiple quality and productivity interventions were correlated with eight actual quality, three productivity, and three financial performance measures. Results indicate that a specific profile of quality and productivity improvement approaches was significantly related to performance. The results varied in the different countries, but no country achieved significant correlations with all measures. The profiles varied, depending on whether organizations in the various countries were most interested in performance quality, productivity improvement, or financial performance.

Investigates what approaches to quality lead to best quality and financial performance across different regions of the world. Reports a survey of 977 firms in Asia/South Pacific, Europe, and North America. Fifty‐two items that suggest how a firm might improve quality were factor analysed and grouped into 11 factors, each factor a broader approach to quality improvement than any one item. Actual quality was measured eight different ways. Each approach to quality improvement (factor) was correlated to each quality measure, as well as to several financial measures. The results suggest that a company’s approach to quality correlates to actual quality and to a lesser extent to financial performance. The major factors found to influence actual quality were the organization’s knowledge of quality management, its degree of customer focus, and management involvement. When the task was to predict performance outcomes in any region, the specific factors that best predict performance were found to vary from region to region. That is, there were specific models within a region that better predicted performance than the model which predicted performance across all regions.

Seeks to identify and compare the production planning and control practices in the small machine tool and non‐fashion textile industries in the Commonwealth of Independent States (CIS). The survey results provide valuable background information for researchers and practitioners who are seeking ways of helping the economy in the former Soviet republics move towards a more effective system. The findings on the emerging linkages between production and the market are particularly interesting and provide insights into manufacturing practices that will be of use to prospective international joint venture partners. In addition, insights from the experience in the CIS may also help scholars develop a more general theory of manufacturing excellence that can be of use in any manufacturing context. The study is particularly timely as the Soviet command‐control systems disintegrate and many world leaders are beginning to promise technical assistance to help restructure the economy in the former Soviet republics.

The Global Manufacturing Research Group (GMRG) is an informal group of researchers conducting operations management research throughout the world. Describes aspects of their survey research on manufacturing practices. Presents the background of the project, a bit about the group itself, and specifics on getting involved in the group. Presents the principles which guided the first and second rounds of the GMRG global survey and the theory underlying their survey instrument and its revision. Finally, provides several details of the research methodology and some of the research findings.

Compares and contrasts the competitive priorities (manufacturing capabilities) of high‐ and low‐productivity firms, from the perspective of the cumulative model for manufacturing competitiveness by using various statistical tests. Contends that the analysis of 561 firms worldwide demonstrates clearly differences in manufacturing strategy between the two productivity subsets, one of which is that better performing firms are the more likely to address multiple capabilities simultaneously; another is that these firms appear to have the more clearly defined competitive strategies. The high‐productivity firms are thus more supportive than are the low‐productivity firms of the cumulative model. Also discusses other findings.

The purpose of this paper is to shortly overview the research in international operations management (OM), to provide background to the papers published in this special section.

As a literature review, the paper investigates the past, present, and future of international OM. It is not a systematic review; the paper just highlights the most important international operational management research networks, streams and concepts in the field.

The paper finds that there is a time lag in the field of international OM compared to other research areas within international business and management. It provides some ideas for the future to be researched.

The paper gives a focused review on international research networks which has not been done before. It also identifies two different streams of researches in international OM: the stream investigating OM differences among geographical areas, and the stream dealing with issues of international manufacturing networks.

Draws from the equity theory and customer equity literature, this study aims to argue that the implementation of contactless service as an innovative service design in the hospitality industry can generate customers’ emotional attachment and cognitive evaluation of the brand.

This study uses partial least squares modeling and data from a large-scale survey of hotel guests who have experienced contactless service in mainland China. The authors performed an importance-performance map analysis to evaluate the significance of critical variables and constructs by including the performance dimension.

Customer equity is a three-dimensional higher-order construct that embraces value-, brand- and relationship equity. A pleasant experience of contactless service in hospitality encounters generates a positive effect on customer equity and delight. Additionally, increased customer equity improves satisfaction and trust.

This study provides practical evidence for hospitality practitioners to consider contactless service in creating memorable experiences, improve customer satisfaction, build trust and add value to hospitality brands.

The findings of this study add to the understanding of emerging contactless services, contribute to the development of the equity theory and current customer equity literature and advance the implementation of innovative service design in hospitality.

Presents over sixty abstracts summarising the 1999 Employment Research Unit annual conference held at the University of Cardiff. Explores the multiple impacts of globalization on work and employment in contemporary organizations. Covers the human resource management implications of organizational responses to globalization. Examines the theoretical, methodological, empirical and comparative issues pertaining to competitiveness and the management of human resources, the impact of organisational strategies and international production on the workplace, the organization of labour markets, human resource development, cultural change in organisations, trade union responses, and trans‐national corporations. Cites many case studies showing how globalization has brought a lot of opportunities together with much change both to the employee and the employer. Considers the threats to existing cultures, structures and systems.