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The methods of purification of water for use in soft drink manufacture are described.

To apply the Porter “Diamond Model” to the case of Armenia, a small and land‐locked economy, in order to draw conclusions about its current situation, future prospects and appropriate development policies.

The paper analyses the shape of the Armenian “National Diamond” drawing on published statistical data and the authors' familiarity with the country.

Although controversial, the “Diamond Model” provides a useful basis for making appropriate policy recommendations for fostering competitiveness. The authors conclude that while achieving the required legislative and institutional framework, market liberalization and a stable macroeconomic environment are necessary, they are not sufficient conditions for ensuring continued economic growth and the achievement of sustainable development. In particular, based on the “Diamond Model” framework, they advocate Government policies to attract foreign direct investment with the objective of creating new industrial “clusters”.

The case study demonstrates that, despite possible limitations, the “Diamond Model” provides a valuable starting‐point for analysing appropriate development policy in emerging markets such as Armenia.

This is the first case study of its type written about Armenia. It is of value not only as a guide to policy‐makers in Armenia but also as a model for development specialists and policy‐makers in other industrializing economies.

The Secretary of State after approving proposals submitted by the Hotel and Catering Industry Training Board for the imposition of a further levy on employers in the hotel and catering industry and in exercise of her powers under section 4 of the Industrial Training Act 1964 and of all other powers enabling her in that behalf hereby makes the following Order:—

The Secretary of State after approving proposals submitted by the Road Transport Industry Training Board for the imposition of a further levy on employers in the road transport industry and in exercise of his powers under section 4 of the Industrial Training Act 1964 and of all other powers enabling him in that behalf hereby makes the following Order:—

The Secretary of State after consultation with organisations and associations of organisations appearing to be representative respectively of substantial numbers of employers engaging in the activities hereinafter mentioned and of substantial numbers of persons employed in those activities and with the bodies established for the purpose of carrying on under national ownership industries in which the said activities are carried on to a substantial extent and in exercise of her powers under section 1 of, and paragraphs 1 and 7 of the Schedule to, the Industrial Training Act 1964 (hereinafter referred to as “the Act”) and of all other powers enabling her in that behalf hereby makes the following Order:—

This paper focuses on innovation in small food‐ and drink‐manufacturing enterprises in two Belgian regions. The aim of the research was to identify patterns of innovative activities. Based on both literature and empirical analyses, a framework was developed to help in understanding some aspects of the determinants of innovation in small food firms. Two conclusions can be drawn from the research. On the one hand, it is clear that innovation was regarded as essential by most small food firms. Such firms tended to continuously introduce new products, develop new processes, make changes in the organisational structure and explore new markets. On the other hand, the research demonstrated that some aspects of innovation depend on the age of the company, company size and regional economic performance.

High blood pressure contributes to the risk of heart disease and stroke. Reducing sodium in the diet, as an adjunct to drug therapy, would benefit those with established hypertension. Whilst the medical debate about sodium and hypertension continues, researchers believe that eating more fruit and vegetables can help to lower blood pressure. The UK food and drink manufacturing industry supports a national consumer information programme that promotes healthy eating, and in particular an increased consumption of all types of fruit and vegetables. Additional research could improve understanding of the major effects of nutrient interactions on blood pressure.

In contrast to the MDGs' top-down approach, the SDGs took the bottom-up approach of participants, creating an open space for soliciting their aspirations, efforts, creativity, and commitment. Inclusive business (IB), identified as the key means to alleviate poverty and inequality in developing countries, undeniably struggles in this space to find new ways of thinking and management to achieve a suitable balance between serving social needs and achieving business sustainability. However, multinational corporations have not yet made significant achievements, due to a biased orientation of including the poor into their system of developed countries' institutions. From a neutral position, not asking who includes or yields to whom, this research project proposes to use the concept of institutional interconnections and its various analytical factors to examine how diverse partners are interconnected to overcome institutional differences. Differences in interconnections are hypothesized to differentiate IB's socioeconomic effects and poverty alleviation.

This article aims to provide an analysis of the joint impact of the business network and the company's internal resources on the level of environmental management (EM) deployment.

Correlation, regression and cluster analyses of data gathered in 2005 in the Dutch food and drink (F&D) industry were carried out.

The deployment of managerial capabilities that support ecological modernization (such as supply chain cooperation and network information exchange, or product‐redesign) in the Dutch F&D industry is low. The results show that different company profiles are connected with specific drivers and barriers for environmental pro‐activeness. Prospector companies (a minority) are more pro‐active with respect to environmental capability building than defenders.

Comparative longitudinal studies of environmental management drivers in subsectors could improve the understanding of the factors that stimulate environmental performance.

Optimism that industry will enhance EM‐performance through radical market‐induced innovation is misplaced. Instead, a contingency approach is in place. Public environmental policy with respect to the F&D industry should be adjusted to discernable managerial patterns and categories of companies. Voluntary cooperation, self‐governance, and market‐induced environmental innovation are only effective with respect to a minority of the companies.

The research opposes the existing foundation of public environmental policy on generic attributes assigned to the whole F&D‐industry and, consequently, of generic policies to improve environmental management performance. A differentiation of public policy should be based on the understanding of the drivers of managerial behavior.