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The relevance of theories of strategic management and the approaches and techniques which they advocate is examined for managers in smaller firms attempting to gain competitive advantage. The distinctions drawn by Whittington between four generic perspectives on strategy — classical, evolutionary, processual and systemic — are considered in the light of the experiences of four small‐ and medium‐sized component manufacturers in the West Midlands. It is argued that the processual approach is likely to be most appropriate for the survival and enhanced competitiveness of such firms, but that it requires adaptation to the circumstances of smaller firms.

The majority of New Commonwealth immigrants to Britain arrived during the 1950s and early 1960s but for them and their children, equal opportunities are not yet a reality. To understand why this is so, requires some background on the establishment of a multi‐racial society in Britain.

In Britain there has been considerable growth in the small firms sector during the 1980s. Whilst some have been at the forefront of technological innovation, many others outside the high‐tech area have been more reluctant to change. Aspects of the role of small firms in the economy are noted and some of the helps and hindrances to technological innovation in such firms are reviewed. Four company cases from the components industry are featured, outlining how these companies introduced various types of technological change to improve quality and integrate their manufacturing processes. The factors which led them to consider technological change and the ways in which they managed the process are outlined in relation to market pressures. Their experiences point to the importance of human factors and training within strategies for change.

This article examines the careers and changing roles of British production and operations managers through three surveys covering the last quarter of the twentieth century. Careers are examined in terms of both their organisational context and the subjective experiences of those who have chosen this field, during a period of great turbulence for manufacturing due to growing global competition. The persistent features of such roles and responsibilities are contrasted with the changes in focus and demands. The managers' sources of satisfaction and frustration are outlined as are their perceptions of their situation in relation to managers in other areas. The article concludes by considering what has changed and what needs to change, in order for manufacturing to gain maximum benefit from the contribution of these managers.

The aim of this research was to ascertain the current roles and responsibilities of logistics managers in two countries, how they compare their situation with other managers and to identify the types of knowledge and experience that would assist them to develop their careers.

This paper compares the results of a postal survey of 303 Australian and 161 British logistics managers.

The study indicates that logistics managers in both countries share many similar experiences, responsibilities and perceptions of their career situations. They take considerable pride and satisfaction from these careers but recognise the need for continuing professional development in their present and future roles.

The research is limited to the respondents to the surveys. Further research in other countries including less well‐developed economies would add to the generalisation of results.

It is argued that for successful international supply chain management, there is a need to review both current and future provision in higher education and continuing professional development, in order to strengthen strategic competences and increase understanding of the significance of interdisciplinary awareness in global markets.

This paper represents the first attempt to understand the roles, responsibilities, career pathways and future needs of logistics managers in the two countries. Its results should provide guidance to top managers for the future success of the logistics function in their organisations.

The purpose of this paper is to explore the contribution of production and operations managers (POMs) and logistics managers (LMs) in improving manufacturing and service operations, comparing experiences in Australia and Britain.

The findings are based on surveys of the two occupations in the two countries. Thus, the focus is on comparing and contrasting two strategically placed occupations within the supply chain and in two traditional manufacturing economies in developed countries, in opposing hemispheres of the world.

The working lives of 254 Australian and 195 British POMs and 303 Australian and 168 British LMs are explored to see how well prepared they are for the business challenges of today, whether they see the need for changes in the ways in which they work and what satisfactions they derive from their worlds of work?

Insights are provided for senior management into the deployment and personal and professional development needs of two key occupations within supply chain management.

The findings from the research give fresh insights into the ways in which managers in the two areas of responsibilities in the two countries.view their worlds of work

Examines the relationship between competitiveness strategies and decisions to invest in advanced manufacturing technologies (AMT). Findings are presented from a survey of UK manufacturers, which is part of a global research programme on AMT investments. Experiences of four case companies are also used to illustrate factors driving these investments and their outcomes. Demonstrates how AMT investments arise from a business strategy seeking to improve competitiveness. Although these decisions are market‐driven and companies often use more than one financial appraisal technique when evaluating a proposal, they often cannot demonstrate the tangible benefits anticipated from their investments. This indicates that more time needs to be taken to carry out post‐implementation evaluation in order to be able to identify tangible benefits and learn from these experiences.

This paper aims to compare and contrast the career experiences and development needs of British and Australian quality managers.

The results of a postal survey of the careers of British quality managers are compared with Australian quality managers based on two surveys.

The study finds that quality managers in both countries brought wide functional experience to their roles. Their current jobs are major sources of intrinsic job satisfaction for both groups of managers but they utilise a very limited range of quality tools. Also British and Australian managers show little awareness in terms of their development needs for a broader background in quality.

The findings suggest a worrying lack of innovatory zeal amongst quality managers who appear to be more concerned with the maintenance of standards rather than taking a more dynamic approach. Thus it is argued that while quality managers bring wide functional experience to their current roles, there are many who do not appear to be at the cutting edge of knowledge in their field. Neither do the British quality managers in particular appear to be sufficiently aware of the need to address such shortfalls through professional development opportunities.

The roles of those charged with carrying the flag of quality in the two countries have only previously received limited research coverage. This paper, based upon empirical research in Britain and Australia, identifies issues which require the attention of senior management to ensure future competitiveness for their organisations.

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.

Discusses how firms are seeking new templates of change to remain competitive in the face of the globalization of markets. Presents a model depicting the templates for change such as world‐class manufacturing, lean production, total quality management, and business process re‐engineering followed by larger firms. Identifies some of the operational changes taking place in smaller companies based on the experiences of a larger group in the West Midlands. Explains why such smaller companies are making a more fragmented response to the need for change.