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This paper examines the connection between environmental scanning for market intelligence, organizational culture and generic strategies. The generic strategies, based on the Miles and Snow typology, are related to the organizational culture types developed by Deshpande et al. An enhanced model of the one proposed by Deshpande et al. is presented. By providing a more complete model, it is possible to more accurately represent an organization’s interaction with its environment with respect to its generic strategy and scanning approach. Propositions are presented pertaining to the type of scanning approach utilized by organizations in each quadrant. The paper concludes with planning implications for each quadrant.

Purpose – This paper proposes enhancing libraries to act as knowledge management centers for small businesses, providing both knowledge management (KM) and competitive intelligence (CI) services. Design/methodology/approach – The requirements for a Library Knowledge Management Center (LKMC) are presented and briefly examined. KM, CI, ontologies, and the Semantic Web are all considered, and the steps needed to realize a LKMC are presented. Findings – An approach to developing a LKMC is provided, as is a rationale for the proposal. Future research issues for realization of this proposal are addressed. Research limitations/implications – This paper presents a conceptual overview of a project that is still in its early stages, and as such its practicality is difficult to evaluate. Practical implications – This proposal, if followed up with future research, will prove beneficial to both small business and to libraries. Small businesses are not always able to gather sufficient internal and external knowledge to assist in strategic planning and positioning, and thus are unable to compete with larger rivals whose resources allow them to develop sophisticated KM and CI systems. LKMCs hold promise to level the playing field. Libraries benefit because this reaffirms their relevance in a digital age in which so much information is freely available to patrons. Originality/value – This paper proposes a new service for libraries, one that will assist small businesses in competing more effectively with larger competitors.

Noting that accurate information needs overlay the entire intelligence cycle from planning to reporting, the authors propose a new concept to fine‐tune the process of electronically gathering information. Since most tools are nondiscriminatory in information gathering, a new concept is needed to assist managers at all levels of the organization. The proposed multi‐class interest profile (M‐CLIP) provides the capability of expanding the representation of interests to reflect the assorted areas that make up a manager’s information needs. The M‐CLIP covers project, organizational, and industry class interest areas. Each area is customizable to make the search pertinent to the user while considering the need for both recall and precision. Supporting features, such as profile expansion, and fine‐tuning are also considered.

As the number of Internet purchases of fashion items increases, the problem of inaccurate color representation on the Web becomes more significant. Color inaccuracy has many negative consequences for marketers, including loss of sales, increased returns and complaints, and customer defections. This research reports the findings of a survey conducted as part of an initial investigation into consumer opinions about fashion merchandise purchasing over the Internet. Results indicate that companies are losing customers and sales as a result of having colors on e‐commerce sites that do not accurately represent the actual colors of the products being sold. Increased dissatisfaction on the part of consumers leads to greater costs in both customer service and reverse logistics. Further, a majority of the respondents indicated that they would not make additional purchases from an e‐tailer if they received items in colors different than they expected. The paper concludes with suggestions for future research.

This study aims to examine the role of organisational dynamic capabilities (strategic flexibility and employee empowerment) in mediating the relationship between management control systems (MCSs), in particular the interactive and diagnostic approaches to using controls, with organisational change and performance.

Data were collected based on a mail survey of public sector organisations in Australia and analysed using structural equation modelling (SEM).

The findings indicate that strategic flexibility and employee empowerment mediate the association between the interactive approach to MCSs with organisational performance, and strategic flexibility mediates the relationship between the interactive approach to MCSs with organisational change.

The study’s findings inform public sector practitioners as to how to enact change within and enhance the performance of public sector organisations. Specifically, managers are advised to focus on the use of interactive controls and the development of two dynamic organisational capabilities, strategic flexibility and employee empowerment.

The study provides an initial empirical insight into the relation between controls and dynamic capabilities and their role in enacting change and performance within the public sector. The findings suggest that the achievement of new public management ideals is reliant upon the organisational environment, with change and performance facilitated by the interactive use of controls and strategic flexibility and employee empowerment.

Rather than organize as traditional firms, many of today’s companies organize as platforms that sit at the nexus of multiple exchange and production relationships. This chapter considers a most basic question of organization in platform contexts: the choice of boundaries. Herein, I investigate how classical economic theories of firm boundaries apply to platform-based organization and empirically study how executives made boundary choices in response to changing market and technical challenges in the early mobile computing industry (the predecessor to today’s smartphones). Rather than a strict or unavoidable tradeoff between “openness-versus-control,” most successful platform owners chose their boundaries in a way to simultaneously open-up to outside developers while maintaining coordination across the entire system.

This study examines the association between the use of a package of contemporary and a package of traditional management accounting practices with organizational change and organizational performance.

Data were collected based on a mail survey distributed to a sample of 740 public sector organizations.

The findings indicate that while the prevalence of traditional practices is still dominant, such practices were not associated with organizational change or performance. Rather, those organizations that use contemporary management accounting practices to a greater extent experienced greater change and stronger performance.

The findings suggest that contemporary management accounting practices can assist public sector practitioners in improving performance and promoting organizational change.

The study provides an empirical insight into the use and effectiveness of management accounting practices in the public sector. The study provides the first empirical analysis of the effect of using a package of management accounting practices in the public sector.