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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/09576069610129874. When citing the article, please cite: Udayan Nandkeolyar, Amrik S. Sohal, Graham Burt, (1996), “Computer-aided design system upgrade process: a case study”, Integrated Manufacturing Systems, Vol. 7 Iss: 5, pp. 60 - 71.

Reports on the computer‐aided design (CAD) upgrade implementation process at PBR Automotive Pty Ltd, Melbourne, Australia. Views the implementation as successful since many of the desired outcomes have been achieved or surpassed. The key success factors were detailed planning, user involvement and vendor support. These combined to create an atmosphere of excitement in the project and success. Reports on the future plans that include the development of an integrated information system at PBR which will involve customers and suppliers in addition to internal personnel. The CAD system upgrade serves as a launching board for the development of such a system.

Suggests that, in this age of the global economy, cross‐cultural negotiations are becoming increasingly important in the management and marketing process of many companies. Compares the cross‐cultural negotiation behaviour and differences in the perceived processes between product‐oriented and consumer‐product firms. Reports on significant differences between the two groups and provides analysis.

States that the involvement of a sales organisation in international business requires sales interactions that transcend national boundaries. Understanding the complexities of cross‐cultural sales negotiations is most important and is a difficult task for sales managers. States that despite the importance and complex nature of cross‐cultural negotiations, the literature is normative and largely disjointed. By using the negotiation process as an analytical framework, this study examines the relevant literature, offers research propositions and indicates additional areas necessitating further research.

This paper aims to examine whether increasing the salience of the internal auditor’s professional identity, defined by the expectations of their professional group, increases internal auditors’ judgments of the severity of internal control concerns when their organizational identity is high.

This paper tests the hypothesis using a laboratory experiment with internal auditors as participants.

The results support the hypothesis that professional identity salience moderates the relation between organizational identity and the assessed severity of identified internal control weaknesses. Increasing the salience of professional identity results in a more severe assessment of identified internal control weaknesses when organizational identity is high than when it is low.

Prior research in the lab and in the field provides mixed results about the impact of organizational identity on internal auditors’ judgments of the severity of identified internal control concerns. This paper contributes to the discussion on this issue. In addition, the results have implications for the debate about the benefits and costs of in-house versus out-sourced internal audit functions.

In this age of the global economy, cross‐cultural negotiation is becoming an increasingly important part of the management and marketing process for nearly every firm. Compares the cross‐cultural negotiation behaviour and differences in the perceived processes between those firms which consider themselves North American‐focused and those firms which report a worldwide or international outlook. Proposes several hypotheses, reports significant differences between the two groups and provides analysis.

The purpose of this study is to investigate the relationship between an organization’s human resource management (HRM) image and its customer-based brand equity. Research into HRM in relation to branding has mostly dealt with how to attract and maintain employees through employer branding. The present study attempts to link HRM directly to marketing and branding aimed at customers as an altruistic dimension of the brand image and as something that applies to customers’ sociological needs.

The study is based on a survey of Swedish customers in two different retail categories: groceries and home decoration.

The results show that HRM image is distinct from a more traditional service image and that there is a significant relationship between favourable customer perceptions of an organization’s HRM and customers’ willingness to buy and pay a premium for products provided by the retail chain. This finding leads to the conclusion that HRM is not only relevant for employer branding, internal branding and operations management but also plays a significant role in building customer-based brand equity. The results show that further integration of HRM and brand management is needed, both in theory and practice.

This study takes a holistic approach to marketing and is one of the first attempts to incorporate HRM and employer branding into the customer-based brand equity framework. Implications for future research, retailing and other businesses are discussed in the conclusion.

The study investigated the relationship of career instrumental and expressive intra‐organizational network resources with extrinsic and intrinsic career success and with the Big‐Five of personality in a sample of 264 white‐collar workers. Total network resources were associated with extrinsic and intrinsic career success above the contribution of human capital, demographics and mentoring received. And instrumental network resources contributed more strongly than expressive network resources to extrinsic career success. Furthermore, instrumental network resources emerged as important for intrinsic evaluations of hierarchical and interpersonal career success while expressive network resources emerged as important for intrinsic evaluations of job and interpersonal career success. There was limited support for the influence of personality on the accumulation of network resources. As hypothesized, conscientiousness was negatively associated with instrumental network resources; however, extra‐version, openness and agreeableness failed to make significant contributions to network resources over and above the contribution of human capital and demographics. The implications of the findings for individual career tactics and for organizational practices are discussed and the limitations of the study are considered along with directions for future research.

In this age of the global economy, negotiating across cultures is an inevitable part of doing business for firms desiring to compete internationally. What problems could cultural differences cause? Can firms from some countries or cultures do better than firms from other countries? What problems might firms from one culture encounter compared to firms from other cultures? To study these questions, cross‐cultural negotiating behaviour was examined using Hofstede’s criteria, to see if some firms may have a cultural competitive advantage. Assumptions about the effects of national cultures were proposed and tested, and differences between cultures were found. Additional research was also suggested.

An historical saunter is taken through the development of approaches, legal and organisational, to deal with whistleblowing. Whistleblowing engenders strong emotions, and it is not surprising that some of the early pioneers met with stiff resistance. Some classic whistleblowing cases are analysed, notably Stanley Adams and charge nurse Graham Pink. Key developments and cases during the Thatcher period are outlined. Employment law was rather primitive, and failed to give much definitive protection to whistleblowers. The contribution of the Committee of Lord Nolan on Standards in Public Life is outlined. The area of higher education, and the pivotal territory of financial services, accounting and auditing also are treated.