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This article tests a number of channel behaviour hypotheses in a unique structural arrangement – the joint venture. The results indicate that goal disparity is a significant predictor of conflict and that perceived conflict is related to member satisfaction, manifest conflict, and desire for change. Managerial and theoretical implications are discussed.

The Planning Forum's Annual Conference in Washington, D.C. posted another attendance record. Some 1300 senior executives exchanged war stories, business theories, and points of view with each other while attending three days of presentations by major company CEOs, consultants to leading corporations, noted academics, and practitioners of strategic management.

How good an investment is a new building? Its design has a lot to do with the answer.

THE appointment of a Vice‐Chancellor for the University of Warwick was announced towards the end of 1962. The Registrar was next appointed and then the librarian, who arrived on the scene in July 1963. The building which is described in this article was envisaged in a programme handed to the architects, Messrs. Yorke, Rosenberg and Mardall, early in December 1963.

Various demands and requirements of foreign home-buyers from different background are yet unclear to most of the residential developers. The aim of this study is to blueprint a fuzzy mapping of psychological phenomena reflected in consumer behavior, and to develop a Fuzzy Analytic Hierarchy Process (Fuzzy-AHP) decision making model to assist residential developers in dealing with potential foreign customers. Through a questionnaire survey in the form of pair wise comparison matrix among 126 expatriates, this study introduces a new approach to assist residential developers dealing with expatriates' preference on house purchase in Malaysia in a simple and efficient way. With this fuzzy mapping, residential developers could utilize psychological phenomena to manipulate expatriates' preference on housing purchase rather than to merely comply passively.

Today, business competition is like a duck shoot at twilight; you can barely see the target, which keeps moving and changing its profile, and you lose if you fail to hit it. Be assured then, that if about a thousand corporate executives take time out from negotiating the hazards of a recessionary economy to attend a conference, they expect results and value for their money no less than if they made a similar investment in consultancy advice. Still more so, for the significant number who travel halfway around the world to hear speakers address them in a tongue other than their own.

Highlights the experience of 3M in Europe, which decided it needed fresh impetus to maintain its competitive edge. Details 3M′s so‐called Q90s umbrella programme for business improvement activities that aims to encourage an uncompromising commitment to customer satisfaction among 3M employees. Takes the reader through the preparatory stages of a management initiative called “growing together”, to provoking a reaction from managers, fuelled by awareness of tight economic constraints in the market. Outlines the strategy of forming teams to assess company performance, removing jargon where possible, being flexible and motivating the entire workforce through having goals, such as satisfying the customer.

Turnover, career interruptions, and plateauing are expensive for corporations trying to stay ahead. Unfortunately for businesses today, women with executive potential are leaving, interrupting, or plateauing their careers, thereby increasing the costs for corporate America. The money companies invest in recruitment, training, and development is more likely to be lost when these women leave, take time off, or stop short of full executive potential. It is important that employers learn the right lesson from all the studies now being conducted. Specifically, the return on investments in hiring, training, and keeping women executives can be increased by implementing certain practices and policies. Due to changes in demographic trends, corporations must become responsive to the needs of the women that they employ if they are to have the best and brightest of all those entering the work force.