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eLSEwise is the acronym of ESPRIT project 20876 which investigated the Information and Communication Technology (ICT) needs of Large Scale Engineering (LSE) construction over the next 10 years. eLSEwise investigated the business needs related to market and client demands for change in the future delivery processes of LSE construction projects and how the constructors perceive their roles changing in response. It also undertook a state‐of‐the‐art review of the existing and emergent technologies. From these investigations eLSEwise then postulated a vision how LSE construction projects may be delivered in the future, fully utilizing the benefits of emergent technology to satisfy the business needs. The project also considered how companies may progress from their present condition towards this future view, leading to basic development strategy. This paper presents the eLSEwise views of such a future. These findings are presented in three parts: the eLSEwise vision, development routes and recommendations.

New circus explores a wide range of contemporary global and existential questions. From the dystopian performances of pioneering French new circus Archaos, and the ongoing social justice agenda of Circus Oz, to the themes of social decay and environmental degradation in Oozing Future’s 2019 production Autocannibal, new circus has sought innovative ways to challenge and confront audiences mediated by the human body. With a focus on emotive narrative representations of risk and death, this qualitative research examines the interaction of embodied movement and music in Zebastian Hunter’s Lacanian-inspired Empty Bodies and the author’s development of a circus opera, The Blood Vote. The immediate and embodied artforms of music and circus combine to engender a non-literal, yet powerful, form of speech surrogacy that communicates meaning and emotion, so we are reminded that anything is possible, not least of which is the illusion of the victory of life over death that circus performance itself embodies. Death is ever present in life, a fact we try to repress; circus confronts the audience with the undoing of this repression: we are going to die. This is what captivates us. In this way, contemporary new circus functions as an important signifier of meaning in contemporary performing arts.

Recognition of the importance of Large Scale Engineering (LSE) construction in the economics of Europe has resulted in the European Commission supporting the proposal for the eLSEwise project (Esprit 20876). eLSEwise is the European LSE Wide Integration Support Effort, which commenced in 1996 as part of the family of the ‘User Reference Group’ projects established by the European Commission to define the needs of the busiess users of ICT within several industrial areas. This paper describes the eLSEwise initiative and the approach adopted in identifying the LSE construction needs and the business processes that come together to allow an LSE project to evolve through the various phases of a project life cycle.

This paper aims to trace the history of the BT‐Accenture e‐peopleserve joint venture, which provides HR services not only for BT but also for other clients.

Examines the changes to HR at BT post‐privatization, the factors that gave rise to the joint venture and the way in which it has developed. Describes some of the factors that need to be considered for an outsourcing deal to be successful.

Reveals that initially, costs went up, and that the transferred workforce took time to adjust to their role as a service provider. This has been addressed through self‐development and process improvement. By outsourcing, BT has rationalized its training catalogue by 50 percent, reduced training waiting lists by 26 percent and saved $2.2 million in time and money lost because of sickness. It has also increased employee‐satisfaction ratings across training and counseling. Other benefits of the deal include: one telephone number for BT staff to contact HR; a single Peoplesoft HR information system that provides enhanced HR reporting capability and employee self‐service; and a company‐wide learning‐management system.

Emphasizes that, while outsourcing might seem to be a simple cost‐reduction option, there are significant challenges to getting it right.

Reveals that BT now has one HR specialist to every 200 employees, which is well ahead of the benchmarks in its sector.

This paper presents results from an analysis of Large Scale Engineering (LSE) project process conducted within the ESPRIT 20876 project ‘eLSEwise’. The paper describes the LSE project processes, interfaces with business processes, the effects of the changing market place, and current process barriers. In searching how these barriers can be reduced or eliminated, the LSE industry information requirements and Information and Communications Technologies (ICT) requirements were explored.

A profile of Birkby's Plastics, a UK‐based leading European plastic moulding company that has successfully completed a management buy‐out. Birkby's supplies to the major automotive OEMs and Tier One manufacturers and to leading business machine OEMs. It is more than a standard trade moulder and has developed a number of innovative processes, such as in‐mould welding (IMW) and in‐mould textiles (IMT), which significantly reduce cost and improve product quality. IMW enables hollow vessel components to be produced complete within the moulding machine and IMT drastically cuts the time of manufacturing textile‐wrapped car trim components. Robotics plays a major role in all of Birkby's operations and together with its process technology is helping the company to compete with low labour cost regions and maintain production in the UK.

While Freeman's stakeholder management approach has attracted much attention from both scholars and practitioners, little empirical work has considered the interconnectedness of organisational perspectives and stakeholder perspectives. The purpose of this paper is to respond to this gap by developing and empirically testing a bi‐directional model of organisation/stakeholder relationships.

A conceptual framework is developed that integrates how stakeholders are affected by organisations with how they affect organisations. Quantitative data relating to both sides of the relationship are obtained from 700 customers of a European service organisation and analysed using partial least squares structural equation modelling technique.

The findings provide empirical support for the notion of mutual dependency between organisations and stakeholders as advocated by stakeholder theorists. The results suggest that the way stakeholders relate to organisations is dependent on how organisations relate to stakeholders.

The study is original on two fronts: first, it provides a framework and process that can be used by researchers to model bi‐directional research with other stakeholder groups and in different contexts. Second, the study presents an example application of bi‐directional research by empirically linking organisational and stakeholder expectations in the case of customers of a UK service organisation.

June 16,1972 Industrial relations — National Industrial Relations Court — Contempt — Committal for — Whether breach of court's order to be proved with same strictness as in High Court — Whether court may proceed against contemnor on own initiative — Official Solicitor — Powers and duties on behalf of alleged contemnor — Industrial Relations Act, 1971 (c. 72), Sch. 3, para. 27 (1) (a).

For many years within Organization Studies, broadly conceived, there was general agreement concerning the pitfalls of assuming a ‘one best way of organizing’. Organizations, it was argued, must balance different criteria of (e)valuation against one another – for example ‘exploitation’ and ‘exploration’ – depending on the situation at hand. However, in recent years a pre-commitment to values of a certain sort – expressed in a preference for innovation, improvisation and entrepreneurship over other criteria – has emerged within the field, thus shifting the terms of debate concerning organizational survival and flourishing firmly onto the terrain of ‘exploration’. This shift has been accompanied by the return of what we describe as a ‘metaphysical stance’ within Organization Studies. In this article we highlight some of the problems attendant upon the return of metaphysics to the field of organizational analysis, and the peculiar re-emergence of a ‘one best way of organizing’ that it engenders. In so doing, we re-visit two classic examples of what we describe as ‘the empirical stance’ within organization theory – the work of Wilfred Brown on bureaucratic hierarchy, on the one hand, and that of Paul Lawrence and Jay Lorsch on integration and differentiation, on the other – in order to highlight the continuing importance of March's argument that any organization is a balancing act between different and non-reducible criteria of (e)valuation. We conclude that the proper balance is not something that can be theoretically deduced or metaphysically framed, but should be based on a concrete description of the situation at hand.