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Two large sample surveys of chief information officers (CIOs) were sponsored by Arthur Andersen & Co. in the last three years to analyze the market served by its consulting practice. Beginning in April of 1986, and then again in February of 1988, samples of 120 companies representing both the service and industrial segments of the Fortune 500 were selected. CIOs from those organizations were interviewed on issues, trends, and problems in the deployment of information technology (IT) within their corporation. A clear profile of evolving CIO responsibilities and the roles that information and technology played in those organizations emerged from these surveys. Below we have summarized the results of each study, and outlined the concerns of the CIOs who were given the task of establishing IT plans. We then go on to offer some advice to general management for overcoming obstacles that we see as inherent in executing such plans.

Fundamental changes in product, process, and organization have rocked the manufacturing industry of this country during the last decade. In an effort to document the nature and extent of these changes, we conducted a survey of senior manufacturing executives. We wanted to determine exactly how U.S. manufacturing companies were changing and why. Our specific goals were to document the nature and extent of technological change that has occurred since 1980; to determine the likely direction of change through 1990; and to compile opinions on the strategic issues facing the industry as well as on the keys to success in dealing with these issues.

The purpose of this paper is to present the relationship between supply chain linkages and supply chain performance (cost‐containment and reliability of supply chain partners).

Multivariate regression models are developed in order to identify the characteristics of determinants of linkages in the supply chain stakeholders (suppliers, internal stakeholders and customers). The survey was administered to individuals identified from a list of US executive officers, directors, presidents, or vice presidents. Among four hundred respondents, 122 were considered as valid from those who practice supply chain management for their business operations.

Internal integration is the most important contributor to cost‐containment while integration with the supplier is the best strategy to achieve supply chain reliable performance. Availability of electronic ordering systems for customers is an important strategy in cost‐containment. Fast and easy ordering is the best strategy for customer in performance reliability. Reliable delivery with supplier collaboration in managing a broad supply chain operation is the best way to link with suppliers. Access to the inventory information creates the most favorable environment in internal integration.

A vigorous multivariate statistical modeling process was employed to seek a possible linkage between the level of integration and the supply chain performances at a different linkage stage. This study would open an avenue for further investigation using micro data such as financial performances, and other key supply chain indicators to operationalize some of the findings that this study presented.

This paper explored the relationship between supply chain linkages and supply chain performance so that management will be able to pursue better supply chain strategies applicable directly to their business environment. Study results provide management with innovative insights for planning and executing applicable supply chain strategies.

This study presented overall and individual determinants of each linkage affecting supply chain performance. In addition, this study presented a valid and reliable measurement instruments that academicians as well as practitioners can use in measuring the supply chain performance.

PurposeThe delivered wisdom to date has enterprise system purchase and implementation as one of the most hazardous projects any organization can undertake. The aim was to reduce this risk by both theoretically and empirically finding those key predictors of a successful enterprise system deployment.Design/methodology/approachA representative sample of 60 firms drawn from the Fortune 1000 that had recently (1999‐2000) adopted enterprise resource planning (ERP) systems was used to test a model of adoption performance with significant results.FindingsLeadership (social learning theory), business process re‐engineering (change the company not the technology) and acquisition strategy (buy, do not make) were found to be significant predictors of adoption performance (final model R²=43 percent, F=5.5, p<0.001, df=7.52), controlling for industry (manufacturing versus service), project start date and scale (sales). Electronic data interchange (EDI) usage was found to be inversely and significantly related to adoption performance which supports the notion that prior company investments in earlier generations of technology for integration might inhibit adoption of later, more radical or complex alternatives. We validated these results with a focused follow‐up study (2005) using mailed and interview protocols identical to the first questionnaire and 20 new cases of ERP deployment. We found near perfect agreement (p<0.001 binomial test) with our initial findings.Originality/valueThe “four factor” model we validate is a robust predictor of ERP adoption success and can be used by any organization to audit plans and progress for this undertaking.

The purpose of this paper is to compare two elements of lay-off costs in a dynamic model of the labor market and analyze the differences for business cycle dynamics and welfare.

The paper builds a general equilibrium Real Business Cycle model and introduces firing costs and severance payments. Labor market frictions are assumed to follow the famous search and matching approach.

The paper finds that firing costs imply a higher volatility over the cycle and have stronger negative welfare effects. Severance payments have a lower volatility, reduce unemployment, and reduce welfare by a smaller amount.

Policy reforms should be aimed to use severance payments and reduce the ring cost component of lay-off costs.

Increasing welfare and a more stable business cycle could be supported by using severance payments instead of firing costs.

This paper develops a new theory arguing that party change results from ruptures in political parties’ ties to civil society organizations. I demonstrate the utility of this approach by using it to explain why the Rhode Island Democratic Party (RIDP) changed from a hierarchical machine to a porous political field occupied by multiple interlegislator cliques and brokered by extra-party political organizations and professionals. While others attribute party change to bureaucratization, electoral demand, or system-level changes, I analyze historical, observational, and interview data to find that a severance in the RIDP’s relationship with organized labor prompted party change by causing power to diffuse outward as leadership lost control over nominations and the careers of elected office holders. In the spaces that remained, interest groups and political professionals came to occupy central positions within the party field, serving as brokers of the information and relationships necessary to coordinate legislative activity. This analysis refines existing theories of party change and provides a historically-grounded explanation for the institutionalization of interest groups and political professionals in American party politics.

At the end of this chapter, learners should be able to:

• Explain the major components of executive compensation.

• Understand the role of objectives, costs and risk in designing executive compensation packages.

• Explain the influence of transparency, corporate governance and corporate social responsibility practices on executive compensation in an organisation.

Explain the major components of executive compensation.

Understand the role of objectives, costs and risk in designing executive compensation packages.

Explain the influence of transparency, corporate governance and corporate social responsibility practices on executive compensation in an organisation.

Judy was a high-performing professional manager who was with her company for 15 years and was a manager for six. She was a confident, positive, and happy person but recently lost her confidence in herself and her abilities. She dreaded going to work because she never knew what she would face from her boss, Dennis. Dennis was a brilliant man who was recently promoted to Senior V.P. He was condescending, and he humiliated people in public. Complaints to the CEO and a harassment claim produced no results. Dennis did the CEO's dirty work and served a role needed in a fast-paced and profit-driven corporate culture. Judy enrolled in an MBA program to build her resume and her self-confidence. She faced a critical juncture in her career. Should she quit, transfer, complain to HR, or confront Dennis?

At the end of this chapter, learners should be able to:

• Understand the meaning of grievance and disciplinary.

• Understand the procedure for grievance and disciplinary.

• Appreciate the critical role of the Advisory, Conciliation and Arbitration Service.

• Understand the step by step guide for the analysis involved in basic award computation

Understand the meaning of grievance and disciplinary.

Understand the procedure for grievance and disciplinary.

Appreciate the critical role of the Advisory, Conciliation and Arbitration Service.

Understand the step by step guide for the analysis involved in basic award computation

The Campus Infrastructure (CI) Department at the University of Calgary absorbed a 25 per cent reduction in its operating budget in 1995. As a result, it was forced to transform its business processes in order to provide the required level of services to the campus. Through its strategic planning process, it has implemented new technologies that have enabled the Department to meet this challenge.