Search results

Many of the disadvantages of much distance learning provision stems from the difficulties of interaction between learner and tutor, learner and educational provider, and amongst learners themselves. Information technology can assist in breaking down barriers to interaction. The author describes the development of computer‐mediated communications for management courses, drawing lessons from recent experience.

The diversity and sometimes‐sporadic nature of research in the area of knowledge management (KM) points towards the need for a better understanding of the underlying framework of issues and potential research topics. This paper describes the search for a research agenda in this fast developing area. Important issues were identified through a general review of the KM literature followed by a survey of business practitioners, consultants and academics at a one‐day conference dedicated to the subject. The investigation was carried out in the context of a feasibility study for a proposed KM Centre at Henley Management College in the UK. The survey followed an interpretivist approach employing open‐ended questions that sought to establish important issues in KM and to examine the benefits that participants would seek from a such a forum of practitioners and academics. A conceptual framework of disciplines and key topics was developed from the literature review and applied to the issues identified in the survey. The results point towards three areas of significant interest, namely: (i) implementation issues, (ii) best practice, and (iii) measurement. Additionally, the nature of the fast evolving field of knowledge management points to the need for more interactive research that brings together the different players in the field into a tighter and faster learning cycle.

A distance learning unit (Henley Distance Learning Ltd (HDLL)) was established at Henley — The Management College, in 1979 to meet the needs of those unable to participate in more conventional forms of management training. The college's strategy in establishing the unit is described. The types of courses available include open management education in several areas: Masters Degree in Project Management; Masters in Management and the Henley Certificate and Diploma Courses. Course contents are outlined. Course development and monitoring involves HDLL counsellors and the graduate studies support network. The strategy used to develop distance learning materials, production methods and monitoring of objectives are outlined. Company use of HDLL materials is described briefly. A business development plan and careful planning of implementation are essential to those considering the development of a similar venture.

The main aim of this paper is to present the results of a study examining managers' attitudes towards the deployment and use of information and communications technology (ICT) in their organisations. The study comes at a time when ICT is being recognised as a major enabler of innovation and new business models, which have the potential to have major impact on western economies and jobs.

A questionnaire was specially designed to collect data relating to three research questions. The questionnaire also included a number of open‐ended questions. A total of 181 managers from a wide range of industries across a number of countries participated in the electronic survey. The quantitative responses to the survey were analysed using SPSS. Exploratory factor analysis using Varimax rotation was used and ANOVA to compare responses by different groups.

The survey showed that many of the respondents appeared equipped to work “any place, any time”. However, it also highlighted the challenges managers face in working in a connected operation. Also, the data suggested that many managers were less than confident about their companies' policies and practices in relation to information management.

A next step from this exploratory research could be the development of a model exploring the impact of ICT on management and organisational performance in terms of personal characteristics of the manager, the role performed, the context and the ICT provision. Also, further research could focus on examining in more detail differences between management levels.

The research group is collaborating with several industrial organizations in an action research programme aimed at examining the potential for improvements in the quality of the working life of shop‐floor employees and developing change programmes where appropriate.

Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover specific articles devoted to certain topics. This Bibliography is designed to help. Volume III, in addition to the annotated list of articles as the two previous volumes, contains further features to help the reader. Each entry within has been indexed according to the Fifth Edition of the SCIMP/SCAMP Thesaurus and thus provides a full subject index to facilitate rapid information retrieval. Each article has its own unique number and this is used in both the subject and author index. The first Volume of the Bibliography covered seven journals published by MCB University Press. This Volume now indexes 25 journals, indicating the greater depth, coverage and expansion of the subject areas concerned.

The paper seeks to investigate how the information assurance (IA) efforts of organisations should be aligned with their business strategy. From this analysis, a conceptual model of alignment is presented. This framework shows several organisational factors that can influence alignment.

A number of published works on alignment are discussed in order to develop a conceptual model of IA fit. In addition, Venkatraman's six perspectives of alignment are used as a framework to suggest future research in this area.

The paper presents a definition of information assurance and proposes various reasons why IA is a strategic issue and should be aligned with both IT and corporate strategy. From the literature, a conceptual model illustrating the variables that can influence alignment is presented.

A clear conceptualisation of alignment is needed. Six potential research models and associated research questions are proposed.

The paper concludes with a number of management and research implications. In looking at the implications for managers, it is argued that any alignment framework should include adequate metrics for checking the strategic fit on a continuous basis.

This paper is an initial attempt to fulfil an identified gap in the literature, namely the lack of research undertaken on IA and corporate strategy alignment. It offers practical help for management so that they can improve the fit between IA and business strategy. It also offers several avenues of potential future research using Venkatraman's six perspectives of fit.

INTRODUCTIO The title of this review is rather misleading and inaccurate. It is true that jobs are structured and work is organised, but very few papers are written advocating the status quo. Most academics and all consultants make their names and indeed their livings by recommending, proposing and implementing change. Sometimes change for change's sake, often change because almost anything would be better than the existing situation. But always change.

Harsh economic conditions have put pricing higher on the agenda but responses to pricing challenges have frequently been tactical. The intent is to build on basic pricing principles to emphasize a strategic perspective on pricing built around opportunities to deliver superior customer value.

Our logic is drawn from the observation of company pricing practices and interesting moves from conventional to innovative pricing strategies.

Our observations underline the need for executives to adopt a more strategic view of price and to examine the scope for raising prices, especially in a post‐recession economic scenario.

Our action agenda addresses: why there is an urgent need to make pricing decisions strategically, particularly as economic recovery occurs, with important insights coming from innovative pricing models designed to deliver superior customer value; the role of price in strategic positioning – key management considerations are whether price is to play an active or passive role in marketing the product or service, and whether price is high or low compared to alternatives; the challenges of raising prices in recession and recovery conditions, where analysis underlines the importance of considering product differentiation from a customer perspective and comparing this with how strongly the customer needs the product; and the need to design a value‐based pricing strategy which integrates the conclusions reached about the strategic role of price.

Viewing pricing as a “quick fix” and the only route to maintaining sales or protecting market share underplays the strategic importance of pricing and its long‐term strategic implications. We propose a management action agenda for making pricing decisions strategically.