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This paper reexamines the traditional approaches to study value and quality, and suggests the need of linking these isolated approaches. A new concept called value mix which focuses on the customers’ perception of the value of a product or service in terms of function, quality and price is developed to provide a vehicle for an amalgamation of varied management thinking. Value is suggested to form the core of organisations’ strategic process of pursuing customer satisfaction. Leading edge can be forged by formulating and applying an appropriate value mix. Given that quality is the focus of total quality management (TQM) while value is that of value analysis/value engineering (VA/VE), researchers should explore the opportunity of integrating TQM and VA/VE tools and techniques to enhance product or service value.

Provides evidence showing that although analytic hierarchy process (AHP) is effective to use for management decision making, it can be defective if used improperly. AHP becomes one of the essential multi‐criteria, decision‐making methods used by both management practitioners and academics. With the development of computer software packages, its usage expands vastly across different business and management areas. An example is presented to illustrate how the defective methodology of AHP can contaminate the findings and subsequent analyses and discussions. The “defected” papers disclosed a defective methodology that generated invalid findings. This paper first points out what the query is. Then, possible reasons behind the invalid findings are described, which are also explained with mathematical expressions. Apparently, “defected” papers may infect those who use them and transfer the risks out into the academic world. Asserts its researchers’ responsibility to raise any risky papers for discussions once they have found them, and advises the authors of these papers to take a positive attitude in dealing with queries and critiques.

The recent rapid commercialization and adoption of Internet technologies has driven a process of supply chain virtualization, transforming conventional work practices across organizations. In an effort to provide a better understanding of this emerging phenomenon, this paper presents three key elements of supply chain virtualization, including: the formation of virtual trading communities; the emergence of virtual knowledge communities; and the relocation and integration of inter‐organizational business processes in the cyberspace. The transformations and consequences of virtualization are illustrated in the context of the Hong Kong textile and clothing industry. The experience of Hong Kong suggests that supply chain virtualization has propelled a structural change in buyers‐intermediaries‐sellers relationships, called for a novel approach to knowledge management, and accelerated internationalization of small‐ and medium‐sized enterprises. Managers and policy makers are advised to adopt new mindsets and practices in the face of these challenges.

This paper presents a business‐to‐business electronic commerce (B2B EC) model for enabling supply chain management (SCM). The application of this model is substantiated by a case study of a leading clothing manufacturer in Hong Kong. On the technical side, the findings support the notion of harnessing information technologies (the Web, e‐mail, and electronic data interchange) to integrate business processes across the clothing supply chain. That is, information technologies could facilitate SCM, adding more value to customers. On the managerial side, the study highlights that manufacturers can assume a proactive role in leading changes in a supply chain, and that a fair share of gains from co‐operation must exist if collaboration between supply chain members is to be developed. Additionally, it is important for the members to have a thorough understanding of the impact of EC on inter‐firm relation‐ ship as well as the role they play in a supply chain before they engage in the virtual business world.

Two attitudinal (training value and training motivation) and two organizational (opportunity to transfer and transfer reward) factors were proposed to affect the transfer of MBA knowledge to the job and were tested using multiple regression analysis. The results indicated that only training value was significantly related to transfer outcome. In other words, the greater the perception of training value, the more would be the training applications. Other factors were shown to have little impact. It might be due to the fact that testing of the transfer of MBA knowledge required a longitudinal approach that should incorporate the identification of what MBA knowledge was to be transferred. Future studies were also suggested to include other individual, attitudinal, and environmental factors to study their effects on training transfer.

This article reviews some major studies that were conducted in the past decade (1989‐1998) on the transfer of what employees learned from training programmes back to their jobs. A conceptual framework is developed for this article to better present the “popular” constructs that have been tested empirically. The achievement is twofold. First, this review paper highlights that some individual, motivational and environmental factors are related to transfer of training. Second, some directions for further studies have been suggested. For example, longitudinal study was highly recommended for measuring transfer outcomes. Some new individual (e.g. achievement striving), motivational (e.g. trainee‐control‐over‐training) and environmental (e.g. transfer climate) constructs are recommended to be incorporated in newly created models. These models can then be examined using structural equation modelling. After extensive testing and refinement of these models, a set of critical constructs can be distilled. By that time, convergence of research efforts focusing on major themes can be achieved.

This paper aims at introducing benchmarking to management practitioners. Emphases have been placed on the classification of benchmarking and the benchmarking process model. The former will help in identifying the sources of best practices as a result of assisting in promoting management perspectives and facilitating the formation of various specific goals. The latter, on the other hand, systematically introduces all necessary components in a benchmarking project. Additionally, effort is put in to clarify the meaning of benchmarking by introducing three useful working definitions. Some materials of benchmarking, including its background and benefits, are also given. Finally, some hints are provided to organizations that want to conduct first‐time benchmarking project.

This article examines a parsimonious model that specifies the effects of job involvement and career commitment on learning motivation and learning transfer, using structural equation modelling. The “best fitting” model is achieved because it has surpassed all the goodness‐of‐fit indices including the chi‐square statistic. The results indicated that career commitment was positively related to learning motivation and learning transfer. In addition, suppressor effect may help to explain the non‐significant relationships between job involvement and learning motivation, and between job involvement and learning transfer.

Introduces the theory of artificial neural networks (ANN). Discusses its application to the valuation of residential apartments. Compares the performance of the back propagation neural network (BP) model in estimating sale prices of apartments against the traditional multiple regression analysis (MRA) model. Concludes that the neural network model is an easy‐to‐use, black‐box alternative to the MRA model.