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This paper proposes a framework for understanding the concept of a learning organization from a normative perspective. A questionnaire was developed to operationally measure the described management practice attributes of a learning organization. Using a sample of four organizations and 612 subjects, support was found for three a priori predictive hypotheses derived from a conceptual framework. Implications of the results and further empirical research are discussed, especially for linking learning organization attributes to performance using larger samples and multiple measures.

Time is a resource that all companies have. Using it to compete in the global market is now an essential strategy.

Drawing on transaction cost economics (TCE) theory and organizational information processing theory (OIPT), this study investigates how the alignments between the characteristics of service (i.e. task complexity and measurement ambiguity) and governance mechanisms (i.e. contract specificity and monitoring) can affect service performance.

The paper uses a rigorously designed survey to collect data from professionals who manage service outsourcing contracts in various industries. The respondent pool consists of randomly selected members of the Institute of Supply Management (ISM). The authors’ research question is analyzed using 261 completed and useable responses. Structural equation modeling is adopted to examine the data and test the proposed hypotheses.

The authors find that both contract specificity and monitoring have a positive impact on supplier performance. Further, for high task complexity services, contract specificity is more effective than monitoring, and for high measurement ambiguity services, the opposite is true. Moreover, the effect of contract specificity is mediated by monitoring.

Service outsourcers should use both contract specificity and monitoring in governing outsourced services and know that the former depends on the latter during execution. Facing resource constraints, they can prioritize crafting detailed contract provisions over implementing monitoring for highly complex services but consider monitoring as the primary governance tool in services whose outcomes are difficult to measure.

This study is the first to couple TCE with OPIT and consider the nature of outsourced services in the choice of governance mechanisms and empirically test the simultaneous effects of contract specificity and monitoring in the context of service outsourcing.

The transformation of US manufacturing, led by computer‐integrated manufacturing (CIM) systems, has already begun to take root. This article examines the potential benefits to firms which understand and can exploit CIM technology to its fullest extent. Because CIM simultaneously provides high product variety with low costs, conventional assumptions about competitive strategy and organisation design need reevaluation. As companies must work with increasingly scarce capital, human resources and time, CIM becomes an attractive option not only for highly capital‐intensive industries such as automobiles, but also for fast‐changing areas such as textiles, fashion design, and consumer appliances. CIM combines the benefits of economies of scope with the scale economies traditionally garnered only with large, rigid and dedicated factories. Success with CIM and other new manufacturing technologies depends on new organisational designs and incentives that foster fast innovation and cross‐functional integration. CIM′s promising role in transforming the manufacturing firm into a service business across many different industries will spur many US firms′ efforts to enter a global marketplace.

The Peters and Waterman framework of eight management principles, focused largely on organisational design issues, is used to examine differences between 19 “excellent” and 50 “non‐excellent” firms. Data from large United States manufacturers show that the “excellent” companies earn higher returns on capital, have less variable returns and are more innovative. They also tend to operate businesses which emphasise high value‐adding activities further downstream, closer to the final market. Twenty‐two measured items associated with the eight Peters and Waterman principles differ systematically between the “excellent” and “non‐excellent” firms. In addition, 13 measures associated more directly with strategy also differ systematically. High investment in R&D, a strong international posture, and strong market positions provide an alternative explanation to the Peters and Waterman principles for good profit and innovation performance by the “excellent” firms, thus reinforcing the need to better understand industry and global strategy dynamics – as well as the ingredients of entrepreneurial, open climates.

Recent advances in product design and manufacturing technologies allow for high levels of product variety at low cost, leading to economies of scope. Economies of scope allow for multiple product operations without the cost penalty of traditional economy‐of‐scale‐based technology. Examines the implications of flexible manufacturing for marketing strategy and organization. Shortening of product life cycles, re‐acceleration of product differentiation strategies and more customer involvement in the entire manufacturing‐to‐marketing process are some of the effects of advanced manufacturing technology on the marketplace.

The final consummation of the twelve nations in the European Economic Community (EEC) in 1992 as a unified, consolidated market represents the single most important step toward the integration of Europe into the global economy. More than simply a date, Europe 1992 captures an ideal, a shift in psychology from economic defensiveness and stagnation to one of bold, aggressive moves to confront the future.

Although social distancing measures enacted during COVID-19 prevented the spread of the virus and acted as important coping mechanisms during this stressful time, they also contributed to loneliness and anxiety. The pros and cons of social distancing measures were especially relevant among people with disabilities and chronic health conditions – a high-risk group concerned about infection through contact with non-household members and visiting public places like school, healthcare providers, and work.

Drawing on data from a national online survey (N = 1,027) and in-depth virtual interviews (N = 50) with Canadians with disabilities and chronic health conditions, we examine the positive and negative effects of three types of social distancing measures – avoiding public places, transitioning to remote work or school, and avoiding contact with non-household members – on perceptions of increases in anxiety and loneliness during the pandemic.

We find that the relationships between engaging with social distancing measures and anxiety and loneliness could be positive or negative, with measures acting as both adaptive and maladaptive coping mechanisms. Although avoiding public places or non-household members and transitioning to remote work or school often resulted in increased anxiety and loneliness, respondents also described situations where these measures helped them cope with concerns about catching COVID-19.

Our findings highlight potential implications for public health policy in allocating different coping resources among marginalized groups during times of crisis and demonstrate the importance of using a social model of stress, coping mechanisms, and mental health.

Organizational structures are changing. Hardly a surprising statement ‐ the world in which organizations exist is changing. Old barriers are coming down and new barriers are going up. Knowledge is increasing at a rate which can only be described as staggering ‐ overwhelming almost, but not quite. Because organizations are changing.

You are an executive of a U.S. multinational corporation, and you want to introduce some major change in the way that you operate overseas.