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There has been a recent surge of enthusiasm within the automotive industry to build closer supplier relationships within the area of product development. One concept deemed central to these relationships is the alignment of development processes between the collaborating organizations, an area that is expanded upon within this paper. We suggest that synchronization can be achieved through the four key steps of process standardization, knowledge sharing, alignment of existing practices, and continuous elimination of waste within the joint development cycles. A methodology for implementing these stages is presented along with the underlying principles on which it is based – the importance of joint teamworking and multi‐company involvement within the alignment process is highlighted.

In all forms of workplaces, especially in the English‐speaking world, administrators have been exhorted to introduce what are perceived to be the “best practices” operating in the more successful economies. The education “industry” in Australia appears to be no different in this regard from other industries, and the “best practices” appear to originate from Japan. Japanese management practices are promulgated as having abandoned the old methods of scientific management, offering new ways of managing workplaces in general, and schools in particular. Seeks to examine this proposition critically through an examination of two proposals which have been advanced as bringing “best practices” into the administration of schools. The two areas which have been given currency recently are the introduction of salary packages for teachers and the formation of work in schools. Concludes that these seeming innovations may not differ markedly from the principles advocated earlier this century by the proponents of scientific management. Nevertheless, they may still provide some means towards more democratic administrative practices.

The central concern of this monograph is to generate an understanding of the processes of control in industrial relations. Traditionally, the literature has tended to merely reflect the instrumental interests of management and has thus been preoccupied with the problem of improving the techniques, rather than penetrating the social processes of control. The authors contend that this preoccupation has resulted in a neglect of examining the conditions and consequences of control for production.

This research paper aims to present the critical managerial issues and a self‐assessment system of conflict management in client‐supplier collaborative new product development (NPD) environment.

Critical managerial issues and success factors for conflict management in client‐supplier collaborative NPD were first identified. A self‐assessment process and associated methodologies were then established. With the development of a prototype self‐assessment system, the proposed self‐assessment methodologies and process were validated in industry.

A total of 13 critical factors for conflict management in client‐supplier collaborative NPD environment were identified. Based on the hierarchy model of the factors, a self‐assessment system and process, called PAIR, was established. The proposed self‐assessment system and process was developed and validated with six companies with positive results.

Conflict is an inevitable phenomenon in client‐supplier collaborative NPD, which affects NPD performance in terms of product quality, meeting of target delivery schedule and development cost. The developed system and process enables clients and suppliers to assess their conflict management practices and identify improvement areas. It provides a platform for the collaborating parties to continually improve their conflict management and in turn NPD performance.

The primary intention of this research paper is to systemically identify and discuss the longitudinal embedding of the nature of the changing role of first‐tier managers (FTMs) – drawing particular attention to the trends, typical characteristics and complexities associated with their role.

The paper carried out a literature survey using a long‐cycle approach – a systemic and in‐depth survey of the literature from the early Industrial Revolution era to the twenty‐first century in order to pin‐point the main phases of the transition of the FTM's people management role. The author's four‐factor framework for decision making vis‐à‐vis the role of FTMs was used to trace whether the characteristics and issues linked with the role today are typical of those associated with the role in the past, and the degree to which lessons have been learned.

Importantly, the long‐cycle analysis revealed that the FTM's role has been through three core phases from the early industrial revolution era, and is currently in the fourth phase. That is, the manager‐in‐charge, the manager‐in‐the‐middle, the manager‐on‐the‐margin and the manager‐in‐charge‐plus. Whilst drawing attention to the complexities associated with the evolution process, the cycle shows that it is possible to conceptualise each phase and identify the key factors linked to the FTM's changing role successively. This drew attention to the fact that the success or failure of this role can be determined by five key factors, which characterise it – definition of the role, training/development of FTMs, perception/attitude of the primary stakeholders of the role (including FTMs), broader organisational support of FTMs (whether lacking or present), and their performance/performance management. Furthermore, the findings showed that, if these key factors are not considered from an in‐depth historical perspective, the FTM's people management role will remain a major organisational dilemma.

The literature survey was quite general, although the literature on the manufacturing industry and the UK are the main focus.

The paper establishes the trends in the management of FTMs and their people management role using a long‐cycle approach. To date, few integrated studies on people management devolution to FTMs have been undertaken that seek to identify the key phases of the transition and the complexities associated with the evolution of the role during these times. Therefore, the paper addresses the imbalance by reflecting on the nature of the FTM's people management role over a long period, and developing a conceptual framework for pin‐pointing and analysing the problems faced in managing FTMs strategically.

The purpose of this paper is to examine listed companies, grouped by sector, that for decades have shown a dividend growth. Referring to the food and beverage (F&B) industry, the authors have investigated the adoption of an open innovation model in order to fill a gap in the existing literature.

This paper uses a multi-method design linking qualitative and quantitative approaches. The quantitative study was planned in order to identify some US-listed companies, called Dividend Champions that have distributed consistently growing dividends for over 50 years and have beaten the markets. The qualitative study was designed to provide insight into the adoption or not of an open innovation model by the listed companies in the F&B industry in the US market that were selected by the quantitative analysis.

The research is based on an empirical analysis undertaken with 816 listed companies in US markets. In particular, the authors underline 20 companies that over the past 50 years have systematically increased dividend paid, and at the same time, have beaten the market (Standard & Poor’s 500). In all, 30 per cent of the selected companies belong to the consumer goods sector, and F&B companies represent 50 per cent of them. All of these companies (The Coca-Coca Company, Hormel Foods Corporation, and Lancaster Colony Corporation) implement an open innovation model.

To the authors’ knowledge, this is the first exploratory study based on value maximisation and open innovation. An open innovation model increases competitiveness and the durability of competitive advantage, which are main sources of value creation. The paper highlights evidence from the F&B industry, referred to as Dividend Champions, and the adoption of an open innovation model.

In our paper, Randy Starr, who was found not guilty by reason of insanity for committing murder, tells his life story with my help. Our collaboration helps erase the fictitious line traditionally drawn between subject and analyst in life stories. We cover the period from his early childhood to his late twenties when he committed the homicide that led to his involuntary commitment to a state’s mental health system. In telling his life story, we vividly describe his passage through the four stages of the violentization and later descent into “self disorganization,” which is seen as a normal part of the process of dramatic self change. It is made clear by us that the severe self disorganization into which he descended did not originate independently from his violentization, but instead was a direct by-product of it. We conclude that he should have been adjudged a “disorganized dangerous violent criminal” and found “guilty, but in need of and susceptible to treatment.” A plea is made to make this verdict available to judges and juries in such cases.

The symbolic and social roles of waste are explored through a small sample of UK and Brazilian consumers from urban and rural communities. These findings are relevant in highlighting the importance of considering socio‐cultural differences in waste policies.

Following an ontologically realist and epistemologically interpretive perspective on waste a series of semi‐structured interviews was conducted in English and Portuguese.

While Brazilian interviewees view waste as opportunity, their discourses reproduce the inequalities among and between their communities. UK participants view waste as burdensome, but demonstrate more awareness of their rights as citizens within their communities.

The study is exploratory and future work should address a broader range of respondents within communities across different cultures, demographic and socio‐economic circumstances.

Ideas generated from the study have both specific and general relevance beyond the Brazilian and UK communities. Marketing has the capacity to help advance the establishment of more effective environmentally friendly forms of consumption and disposal.

The paper presents a fresh perspective on developing and developed country community waste reduction behaviours through the examination of waste meanings for individual consumers.

Prior research in the area of organizational change highlights the critical role played by HR practices during organizational change as it may require altering employee behavior to support the change direction. human resource (HR) function is considered to be well positioned to influence employee behavior by institutionalizing HR practices that support change. Further there is a significant body of literature that suggests that employee behavior is significantly influenced by the perceptions of HR practices during change. HR practices which create positive employee perceptions increase employee commitment to change. The purpose of this paper is to provide a conceptual framework that identifies critical HR practices that support organizational change and examines their impact on employee perception and commitment to change.

First, an extensive literature review on organizational change at macro level has been done to identify critical practices desired from key organizational members during organizational change. Second, a case for importance of HR function as a key organizational member during change is presented. Further literature on effectiveness of HR practices adopted by HR professionals during organizational change is examined to find out the gap areas. Third, literature on employee perception and commitment to change is examined to find out possible linkages to HR practices during organizational change. Finally, eight propositions are presented to build an integrated conceptual framework identifying critical HR practices during organizational change and their impact on employee perception and commitment to change.

The study suggests that HR practices undertaken in the area of culture, leadership, cross functional integration, training, communication and technology if introduced and implemented will positively influence employee perception reducing resistance and increasing commitment to change. Therefore assessing employee perception about critical HR practices at different stages of change initiation, implementation and consolidation can enable understanding about employee commitment to change. This would also help HR professionals understand how effective the HR practices implemented during change have been.

This framework can be used by the researchers and practitioners to study, guide, frame and model empirical research into the area of studying critical HR practices during organizational change. So far literature provides a generic view of desired organizational practices during change. Moreover there are few studies available on employee perception about HR practices implemented during organizational change and its impact on employee commitment to change. The framework presented in this paper would help explore the effectiveness of specific HR practices implemented during change by evaluating its impact on employee perception and commitment to change.