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The General Electric Company of the USA NASA Energy Efficient Engine (E3) has completed an extensive test programme in which it is said to have proved itself to be the world's most fuel‐efficient and best‐performing turbofan engine. The E3 programme is a five‐year research effort conducted by GE(USA) and managed by NASA Lewis Research Centre, Cleveland, Ohio.

The existing literature has established the importance of industry concentration in explaining firm performance and information environments. However, little is known about whether and how industry concentration affects investors’ ability to anticipate future earnings. This paper aims to investigate this query by identifying and testing two channels, product market power and intra-industry information transfer, through which industry concentration affects the informativeness of stock returns about future earnings.

The paper measures the informativeness of stock returns about future earnings by the future earnings response coefficient (FERC)). This study estimates the FERC using a firm-level sample from 38 economies.

The authors find that industry concentration significantly enhances investors’ ability to predict future earnings. Further tests show that both product market power and intra-industry information transfer contribute to explaining the positive association between industry concentration and the FERC, with the former playing a more salient role. Finally, the authors show that a country’s effective competition law attenuates the positive impact of industry concentration on the FERC by weakening the economic impact of the two underlying channels.

This study contributes to the growing literature on the price-leading-earnings relation, industry concentration and international corporate governance.

A manufacturing plant for the manufacture of diesel fuel injection equipment at Stonehouse, Gloucester, UK is being expanded at a cost of $60 million to cater for a new production using lean manufacture and without expanding the manufacturing area.

Special attention will be given in this part to the process of decline, which is to be seen as antipodal to development, and which nowadays is all too often neglected. By “decline” we mean here the decline of a whole society. But this definition is not yet sufficient to provide us with a very clear understanding. The statement that a whole society is in decline remains void of real meaning until we possess some concrete conception of what a “whole society” and the process of “decline” are. Since the meanings of both these terms are problematical, further explanation and closer precision are called for.

Sustainability as a construct is still debated and is yet to attain a consensus among researchers and practitioners. Sustainable development has been seen differently by players from different industry sectors. There is need to understand the commonality prevailing on sustainability practices across different industry sectors to arrive at a consensual sustainability definition. The purpose of this paper is to propose four dimensions of sustainability and studies how it captures sustainability practices across key industrial sectors.

Current study argues the case for sustainability using four constructs, namely, economical, environmental, ethical, and social. Subsequently a holistic definition with a model is proposed incorporating the four constructs for sustainability. Studies documenting sustainability practices across industries, namely, automobile, infrastructure, cement and concrete, electronics, mining, paper, pharmaceutical, and logistics were reviewed to validate the applicability of the proposed four construct model across different key industrial sectors.

Current study validates the industry independence of the proposed four constructs of sustainability model through a literature review. Very few studies have documented industry-specific sustainability practices and much lesser have studied the ethical dimension of sustainability. Furthermore, the organizational strategic plan is developed for incorporating the environmental, economical, ethical, and social needs into the organizational business operations at the strategic, tactical, and the operational levels.

Proposed model needs to be applied in multiple case organizations from diverse sectors to evaluate its capacity to capture the aspects of sustainability across different sectors. Future study could attempt to understand the interrelationships between the identified constructs and how they impact each other within different industrial sectors.

Model linked to organizational business operations at the strategic, tactical, and the operational levels helps in the alignment of the organizational activity towards the strategic intent of the organizational sustainability philosophy in the business ecology. It also helps in equipping the organization to achieve the operational excellence and the strategic business growth at the same time.

Current study is unique in its attempt to understand the capability of proposed sustainability dimensions to capture the sustainability practices followed across different industrial sectors.

The purpose of this paper is to evaluate a shiitake mushroom extract as a potential natural taste enhancer in low-sodium beef burgers by means of sensorial and physico-chemical assays because nowadays there is a trend in the market for the development of clean-label products.

Ten formulations of beef burgers were developed, varying in the percentage reduction in NaCl (0-75 per cent) and mushroom water extracts (obtained from a 5, 12.5, or 20 per cent mushroom homogenate). Sensory characterisation was performed by time-intensity (TI) and acceptance tests. In addition, physico-chemical analyses (pH, yield, shrinkage, shear force, and colour) were conducted.

Extracts obtained from 5, 12.5, or 20 per cent mushroom homogenate (E1, E2, and E3, respectively) did not enhance the salty taste in formulations with a 0 or 75 per cent reduction in NaCl. In formulations with a 50 per cent reduction in NaCl, all the extracts enhanced salinity perception, with E3 being the most effective. E3 also increased acceptance of colour, aroma, texture, flavour, and overall perception, although it caused changes in some physico-chemical characteristics (pH, yield, shrinkage, shear force, and colour).

The shiitake mushroom extract is a natural ingredient with a potential to serve as a taste enhancer in meat and other food products, for the purpose of reducing sodium content without compromising sensory acceptability. Therefore, this extract will enable the development of healthier products (owing to a reduction in sodium) with preserved sensory quality and will meet consumers’ requirements for the minimal use of chemical additives in food.

Deals with the impact of anti‐terrorism initiatives on the operational areas of investigation and enforcement. Focuses first on investigation powers, such as power to restrain terrorist property, obtain a search warrant, require production and access to particular material and an explanation, require a financial institution provide customer information, monitor accounts, and assessment. Moves on to terrorist finance‐related offences, according to the Terrorism Act 2000 Part III, and mutual legal assistance; measuring success by the cost of mounting a terrorist campaign, and the impact of measures against terrorist finance; culture, including organisational culture and Special Branch culture; organisational structures, including cultural change, organisational change for intelligence gathering, disruption of illegal activity short of arrest, arrest and prosecution, and the impact of human rights legislation; resource management, ie staff dedicated to terrorist finance issues and a formal structure for dealing with it; and international cooperation after September 11.

Conventional wisdom posits that firms in slow clockspeed industries usually favor exploitation over exploration, prioritizing the need to increase efficiency, reduce costs and invest in process improvements. However, what happens when such firms face structural changes in the long run? The authors claim that even firms in slow clockspeed industries should be ambidextrous, that is, they should develop both exploration and exploitation capabilities. Supply chain (SC) managers are key players in enabling organizational ambidexterity. This paper aims to identify the abilities that characterize the ambidextrous SC managers.

The authors collected data from an in-depth case study through ethnographic research, non-participant observation and interviews with SC managers at a Brazilian chemical firm embedded in a slow clockspeed network of clients. These longitudinal data were used to demonstrate the process of implementing new projects in an SC department.

The authors propose a set of key abilities that enable ambidexterity in SC managers for them to contribute effectively to the SC exploration and exploitation practices: a holistic yet focused view; prior experience in multiple functional areas; technical knowledge; openness towards network connectivity; openness to sharing ideas with other managers; empathy; and entrepreneurial capabilities.

This paper contributes to the SCM ambidexterity literature by bringing to light the abilities of successful ambidextrous SC managers. The seven abilities identified are discussed. The authors formulate theoretical propositions on how these abilities enable SC managers’ ambidexterity.

This study provides SC managers with the knowledge of a set of individual abilities they should develop among their SC personnel to offer a more suitable environment in their departments for ambidexterity to take place. In addition, these abilities can be used as screening criteria in personnel selection processes to increase the proportion of ambidextrous employees within the firm. The identified characteristics could also be used as recruitment criteria for managerial positions in SCM.

This research advances SC literature by studying SC managers through the lens of the organizational ambidexterity literature. Using a combination of case study, non-participant observation and ethnographic research, the authors derive a set of propositions for the characteristics of ambidextrous SC managers.