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Total quality management is an approach to continuous organizational improvement, the goal of which is meeting customers’ needs. Two major TQM components are the use of statistical tools to help abolish non‐value‐added activities, and a change in managers’ behaviour, and from those who direct, are competitive, rely on rules, towards managers who lead, guide, co‐operate, focus on the process, view people as assets, and encourage variety, flexibility, etc. TQM programmes are not always effective; some focus more on statistical issues while others focus on more people issues. Examines the association of several variables used in TQM implementations in hospitals, manufacturing, and service organizations. Examines variables against two groupings of qualitative measures of TQM and quantitative measures of TQM. Depicts the successfulness of TQM and whether qualitative or quantitative measures are a determinant of this success. The research hypothesis is: TQM programmes are successful in organizations when their approach to TQM is based on the application of statistical process control tools/principles rather than solely on qualitative measures.

Netiquette is derived by merging the words network and etiquette. More specifically the term netiquette has been described as the conventions of politeness recognized on Usenet and in mailing lists. In the context of the new Internet global culture, attempts are being made to identify common standards of etiquette. Literally hundreds of specific netiquette suggestions are published. Identifies the following most frequently cited specific suggestions for online users: think first; write in upper and lower case; avoid abbreviations; be concise; avoid smileys; don’t flame; don’t take offense easily; don’t evangelize; and know the audience. Netiquette breaches do not always bring retribution. Most breaches of politeness and courtesy may do no more than reflect poorly on the individual user. One who knows the rules of this new culture may well have an advantage over one who does not.

Agile manufacturers depend on low cost, abundant electricity to remain competitive in the global marketplace. Self‐generation of electricity or cogeneration of electricity and thermal energy at the manufacturer’s location can provide both economical and uninterrupted service. Generation methods are standby, peak‐shaving, baseload, commercial, and mobile generation. Each of these represents opportunities in agile manufacturing. The number of countries that have deregulated, market‐driven electrical utilities are growing and will include most of Europe and the USA by 2005. The demands of agile manufacturing are to produce high‐quality, market‐sensitive products at the lowest possible cost in an environment that has constant dynamic changes. Cogeneration will provide both flexible and cost‐efficient electricity as part of an overall energy strategy. Further, it will provide an agile energy resource that will complement the pursuit of competitive advantage in the global market for customized goods and services.

The banking and thrift industries are experiencing a technological metamorphosis. New technologies such as advanced computer operating systems, wide and local area networks (WAN, LAN), and the Internet, are becoming significant strategic areas for financial institutions. The impact, composition, and trends of information technology on the banking and thrift institutions within a seven‐state region of the southeastern United States are examined. Bank characteristics such as asset size, number of employees, number of full service locations, areas of lending, and return on assets are evaluated in relation to the status, scope, and experience with computer network systems. Research indicates that a number of bank composition and operations variables behaved statistically independent between size variables (assets, number of employees, and number of branches) and WAN access. The survey data also indicate that return on assets and network system variables are independent. Therefore, networks systems have not had a direct impact on the bottom line.

Logistics and related journals typically are oriented towards two audiences: practitioners and/or educators. This article examines practitioner and educator perceptions of logistics and related journals. Comparisons are made among the various journals both with each other and with the perceived ideal characteristics of logistics journals. While differences were found to exist between the academics and practitioners, the overall perceptions were surprisingly similar.