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Most electronic data interchange (EDI) users start electronic trade with a simple experimental system. This initial step includes just one or two message types with one or two trading partners. From this initial step many users develop their EDI systems by expanding to additional trading partners and including more trade cycle messages. Proposes a six‐stage maturity model representing these stages in EDI developments. In the literature, EDI is exampled as an IS/IT application that can be used to gain competitive advantage. There are examples of early EDI systems (and EDI‐like systems) that gave organizations such advantage. Since those early days EDI has developed rapidly, normally on a trade sector basis, but there have been no similar examples of dramatic, competitive advantage. Within many trade sectors, EDI means “Everyone is Doing It” and the real battle is to avoid competitive disadvantage. Argues that the achievement of EDI maturity gives new scope for innovative, competitive advantage systems that make imaginative use of a company’s EDI infrastructure. Discusses new systems which illustrate this new competitive edge.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The paper demonstrates why and how businesses should optimize their current resources and capabilities in their respective markets, as well as innovate to maintain long-term business success.

The research reported here derives from a recently completed questionnaire survey of the UK mechanical engineering industry and a series of follow‐up case studies. The case studies investigated the product design strategies adopted by firms for achieving competitive edge. It was found that companies were consolidating their product ranges and increasing the use of bought‐out components. There had thus been a shift from internal manufacturing (hierarchy) to bought‐out manufacturing (market). This was complemented by the changes, over the last few years, in the production system. That is, the adoption of manufacturing, or FMS, cells. Here, companies were feeding more components through these machining cells rather than using other, more expensive, manufacturing techniques, such as die casting. Thus, product design has had to match these changes in manufacturing strategy. Increased competition from Japan had also led companies to reduce lead times on product introduction. The research identifies the product design strategies the firms had adopted to achieve competitive edge. These were the better management of the product design process through project teams or project management. The use of design reviews for tailoring designs for efficient manufacture and early consideration of manufacturability. The full utilization of prototypes to eliminate production difficulties. These management factors and the ability to use CAD/CAM‐FMS technology enabled the companies to maintain competitive edge.

The results of a survey of employee perceptions of quality management practices in smaller business firms were compared with the five dimensions of an earlier research—backed quality management programme. The findings have led to the suggestion of a Quality Management Action Plan which can provide a competitive edge.

There has been considerable (sometime acrimonious) debate about the issue of the continuous‐improvement protagonists′ view and the (old‐fashioned) manufacturing strategy view of the nature and extent of “trade‐offs” between manufacturing performance characteristics. Seeks to explore the argument from both sides, starting from the necessity for major transformations in the performance of manufacturing systems over the next few years (the “challenge of transformation”). Explores the characteristics of “World‐class Manufacturing” and examines the relevance of trade‐offs in detail through case‐study illustrations. Develops a balanced view which argues that, while certain trade‐offs have been rendered irrelevant by market pressures and expectations, others have not and remain the key to the choice of technology, process and organization within the manufacturing mix.

This study aims to present a research model to investigate the potential impact of human capital, structural capital and social capital on e-banking proactiveness. In addition, it reveals the potential impact of e-banking proactiveness on competitive intelligence and competitive agility. Also, it aims to explore the impact of competitive intelligence on competitive advantage and competitive agility. Finally, the impact of competitive agility on competitive advantage will be examined.

In order to gather data, a questionnaire was prepared and administered to 211 respondents in Jordan. The research model and hypotheses were then assessed using Structural Equation Modeling – Partial Least Squares (SEM-PLS).

The study demonstrated a significant impact of human capital, structural capital and social capital on e-banking proactiveness. The findings confirm that e-banking proactiveness significantly impacts competitive intelligence and achieving competition. Moreover, the findings confirm that competitive intelligence significantly impacts competitive agility. Also, the findings revealed a substantial relationship between competitive intelligence and competitive advantage. Finally, the results discovered that competitive agility significantly impacts competitive advantage.

The research gives valuable insights into the elements that drive e-banking proactiveness, which can beautify the proactiveness literature is well-known. By uncovering the position of intellectual capital in fostering proactiveness, this examination contributes to deeper information on the way financial institutions can successfully respond to market modifications, patron needs and technological advancements. Future scholars can build upon these findings to discover proactiveness in different sectors and industries, thereby broadening the understanding of proactive behaviors throughout numerous contexts.

Presents a number of views concerning methods to improve the effectiveness and efficiency of change implementation in organizations. Indicates that UK organizations do not consistently achieve change and improvement. Provides a list of reasons which stop organizations achieving desired improvement and asks the reader to consider which relates to their organization. Suggests a number of objectives to strengthen organizations; outlines a programme to follow to achieve them; reveals obstacles that organizations must overcome and suggests systems to reinforce strategies.

This issue contains abstract under the following headings: Logistics & Distribution Strategy; Supply Chain Management; IT in Logistics & Distribution; Just‐in‐Time Management; and Accounting for Logistics.