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Minority women continue to make significant gains in economic activity, particularly as entrepreneurs through the creation of small businesses. Despite this increased role in small business activity and an admirable rate of success, minority women-owned businesses continue to experience problems in acquiring capital. This difficulty, which some have attributed to discriminatory practices, forces a large number of these businesses to rely on governmental support programs for assistance in meeting their capital needs. Building on the idea that things are not as simple as commonly presented, a case is made that access to capital for women-owned businesses is affected by a number of other factors tied to the inability to join important networks.

Recent attention has been given to organizations that claim to run on faith-based principles. Activities such as at work bible study groups, charitable giving, and the individual practices of the owners are often the focus of such discussions. In such discussions little attention has been paid to those who not only hold strong religious views, but have chosen to put those views into practice‐even when it may not appear to make good business sense.

Since 1946, S. Truett Cathy, founder and chairman of Chick-fil-A Inc., has run his enterprises based on his understanding of Christian principles. Starting with his first restaurant, the “Dwarf Grill,” which he opened with his brother Ben in 1946, continuing when he opened the first “Chick-fil-A” in 1967, and even as he finished the remodeling of the companies headquarters in 1997, S. Truett says he tries “to glorify God by being a faithful steward of all that is entrusted to us and to have a positive influence on other people. . . .” In fact, this purpose is engraved in a bronze plaque that rests at the entrance to Chick-fil-A’s corporate headquarters in Atlanta, Georgia.

In practice, this purpose has lead S.Truett to never have his businesses open on Sunday, a time in the quick service industry that normally generates 20 percent of revenue. It has caused him to shut down another restaurant venture, Markos in Florida, rather than serve alcohol, which most patrons wanted. Despite his staunch adherent to principles that seem to run counter to “good business sense,” S.Truett Cathy has built a successful, privately held organization that operates in 38 states, has more than 1,300 franchisees, and generates over $2 billion a year in revenue.

In the following interview, S.Truett offers his perspective on why focusing on principles is more important than focusing on profits and what he thinks it takes to succeed in business and in life.

Beginning from the premise that organizations go through different stages of development and that different types of knowledge exist, this paper seeks to explore the extent to which organizations need to place greater emphasis on ensuring adequate and relevant access to knowledge, while protecting it from unwarranted dissemination.

Using a stage of development framework, a conceptual argument is presented. It is suggested that, while significant attention is paid to knowledge management in organizations, of even greater importance is the need to develop systems and structures to support access, while protecting it from unwarranted dissemination and possible loss of critical capabilities and competencies.

The paper suggests that there is no single knowledge structure that is appropriate. Instead, organizations must develop different knowledge structures depending on the stage of the organization's development and the type of knowledge under consideration. In so doing, all efforts must be made to facilitate access to knowledge by those who require it but also to recognize that systems must be employed to prevent unwarranted access. Such unwarranted access may erode competencies and capabilities critical to organizational success.

The ideas reinforce the need for organizations to better understand what knowledge they possess and the need to balance requirements for access and control.

The purpose of this paper is to illuminate the question ”given all that we know about knowledge transfer in organizations, why do problems persist?” This is achieved by examining the challenges confronting organizations in developing an effective knowledge transfer strategy.

A questionnaire was administered to a Fortune 500 company actively engaged in pursuing a knowledge management strategy that emphasizes intra‐organizational knowledge transfer. Data were analyzed using a hierarchical regression to assess the relative importance of reputation, culture, and incentives to organizational efforts at knowledge transfer.

It was found that culture and reputation have significant positive effects on knowledge transfer. However, the study found no support for the role of incentives. The findings lend credence to the notion that knowledge transfer is a social activity in which employees must willingly engage and is one that cannot be incentivized.

More research is needed on issues related to knowledge transfer. While this study did not exhaust all possible factors affecting knowledge transfer, it does note that identity, knowledge structures, and the upsurge in contingent employment need to be researched because they may play a role in knowledge transfer.

The findings reinforce the idea that knowledge transfer is not a socially neutral process. It is a social activity occurring within a social context, the success of which is largely influenced by who employees see as their partners in this process, how well do they know one another, and whether or not they view knowledge as something to be shared with their colleagues. Therefore, managers need to pay careful attention to the social context within which knowledge transfer efforts are taking place.

The study uses an interesting framework of social information processing theory on which to base the arguments presented here. Moreover, it provides a look at a unique set of factors that, we think, are assumed away when dealing with knowledge transfer issues.

Transferring organizational practices requires an understanding not only of what is being transferred but also of what is needed to ensure that the transfer is successful. In line with this thinking, the purpose of this study is to examine three factors that are crucial parts of this mechanism: use of teams, culture, and capacity.

The study uses a quantitative approach of a Fortune 500 company involved in energy supply. Data are gathered using survey methodology with items drawn from previous research. Hierarchical ordinary least squares are the methodology employed to analyze the data.

The study highlights how using teams, employing a collaborative culture, and possessing capacity after accounting for the control variables affected the knowledge transfer process and provides some insights into ways in which the process can be better managed.

Using this framework, it becomes problematic to separate individual and collective learning.

The paper reinforces the idea that building a collaborative environment in which sharing and seeing knowledge as an organizational asset are essential to success.

The study reinforces the notion that individuals are being asked to make a major change in their approach to the management of knowledge: rather than as an individual asset to be exploited, it should be seen as an organizational asset. This requires that employees change the way they do things. Furthermore, knowledge is not an asset that can be easily discarded and replaced. As a consequence, organizations need to recognize that knowledge management can only be successful if a collaborative environment is created and the organization builds on what it already knows.

This research study, which is based on social information‐processing theory, proposes examining factors that affect intra‐organizational efforts at promoting the successful transfer of best practices.

Using data collected from multiple respondents in a Fortune 500 company whose primary line of business is electricity generation, the author examines three impediments to knowledge transfer: trust, provider reputation, and recipient reputation.

The findings indicate that these factors provide a signaling effect to employees and play a critical role in the transfer of best practices. These findings reinforce the notion that the successful transfer of best practices is highly dependent on the willingness of employees to share. More important, achieving knowledge transfer objectives is easier said than done. Trust and reputation develop over time, are closely guarded by its representatives, and must be nurtured and protected.

One limitation of this study is that its generalizability may be limited because it is a single organization study. However, it does have significant practical implications, as it reinforces the need to create an appropriate environment for employees to engage in these activities.

The findings reinforce the need to create an appropriate environment for employees to engage in activities, and the notion that knowledge management is critical to success, but its management requires specific approaches that do not apply to other resources.

This paper aims to look at the issue of culture's role in knowledge transfer within multinational corporations (MNCs). Studies of MNCs have hinted at the importance of culture to the performance of subsidiaries. Using Hofstede's cultural dimensions of power distance, individualism/collectivism, uncertainty avoidance, and masculinity/femininity, it is argued that the location of subsidiaries along each of these cultural dimensions will significantly impact the possibility of knowledge transfer occurring between subsidiaries.

The objectives were achieved by providing additional insights into the complex nature of knowledge transfer efforts in MNCs. To do so, a discussion of the challenges associated with the dimensions of culture is presented. These challenges are further complicated by the degree to which the home office is involved in the strategic decision‐making process surrounding inter‐subsidiary knowledge transfers.

The paper suggests that managers should pursue knowledge transfer activities cautiously. Although these efforts may be supported by the home office, resistance to change and sharing must be carefully managed. Furthermore, knowledge transfer efforts are most likely to be successful if the parties are culturally aligned. And, when this is missing, success is highly dependent upon home office directives and support.

This paper forces us to address a critical question: how do subsidiaries deal with the challenges to knowledge transfer efforts posed by cultural differences? While research has looked at various aspects of culture and its impact on MNC activities, more research is needed on these issues. As knowledge continues to be emphasized as the basis for performance differences, more thorough examination of the issues affecting it is necessary. In addition, variables such as spatial distance, native origin, and language differences, all of which make translation difficult, are not considered.

The ideas presented here reinforce the notion that national context and its impact on culture has major consequences for inter‐subsidiary knowledge transfer efforts. This is particularly the case when these transfers involve subsidiaries with different cultural dynamics. Since, knowledge is contextual, this helps subsidiaries identify their partners in this process, what are there benefits to be gained from engagement, and how involved the home office needs to be in these transfer efforts. Therefore, managers need to pay careful attention to contextual issues that affect knowledge transfer efforts.

It reinforces the notion that subsidiaries have access to confidential information regarding developments in other subsidiaries. This access to inside information allows for the speedy pursuit of knowledge transfer opportunities. However, such pursuits must be tempered by understanding that cultural differences may inhibit success.

Interview of M. Yaqub Mirza by Miles K. Davis. Dr. Mirza attributes both his personal and business success to following Islamic principles.This interview outlines the Islamic principles he uses to guide his investment in new ventures and how those same principles shape his management style and attitude toward corporate social responsibility.

In order to succeed in an action under the Equal Pay Act 1970, should the woman and the man be employed by the same employer on like work at the same time or would the woman still be covered by the Act if she were employed on like work in succession to the man? This is the question which had to be solved in Macarthys Ltd v. Smith. Unfortunately it was not. Their Lordships interpreted the relevant section in different ways and since Article 119 of the Treaty of Rome was also subject to different interpretations, the case has been referred to the European Court of Justice.

A conference can range from good to bad. It can be well or poorly organized, comfortably or indifferently housed, a profitable or wasted use of time. If conferences were rated like hotels and stars indicated their merit, the one held in Munich at the end of October should be awarded the maximum number.