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The British Food Journal is in no way concerned with politics, and as it would appear that the propositions put forward by Mr. CHAMBERLAIN are commonly regarded as constituting matter for political controversy instead of being looked upon as subjects for serious investigation and discussion entirely outside the field of politics, it would be an undesirable course and one likely to be misunderstood and, no doubt, misrepresented, were we to refer to the great question which is now before the country without plainly indicating at the outset that we have no intention of supporting or opposing any political party or any section of politicians. We believe Mr. CHAMBERLAIN'S suggestion that the subjects which he has brought forward should be discussed on a higher plane than on the muddy plane of party politics was a reasonable and proper suggestion which all men of sense who are not blinded by political bias should applaud and endeavour to adopt. We do not mean to say that problems of so complicated a character are capable of being accurately solved, in the present state of knowledge, by scientific methods other than actual experiment. They certainly cannot be solved by abstract discussions of a pseudo‐scientific character. The factors which enter into the problems of political economy are so numerous, so complex, and so little understood, that to endeavour to argue even on the basis of what are alleged by political economists to be well‐ascertained facts in the so‐called “dismal science” is to lay oneself open to the charge of theorising from insufficient data. HERBERT SPENCER has lucidly demonstrated the universality of this scientific crime. On comparatively simple subjects, in regard to which a man has no special knowledge, he will, if possessed of the quality known as common sense, generally decline to deliver oracular opinions; but, let a subject be sufficiently complex and let the data relating to it be few, obscure, and uncertain, then decisive opinions will be delivered by all and sundry,—and the more profound the ignorance the more decisive will be the expression of opinion.

The purpose of this paper is to assess the impact of customer‐focus on the performance of the organisation. While many empirical works have centered on customer‐focus, the generalisability of its impact on performance of the food and beverages organisations in the Nigeria context has been under‐researched.

The paper adopted a triangulation methodology (quantitative and qualitative approach). Data were collected from key informants using a research instrument. Returned instruments were analyzed using non‐parametric correlation through the use of the Statistical Package for Social Sciences (SPSS) version 10.

The paper validated the earlier instruments but did not find any strong association between customer‐focus and business performance in the Nigerian context using the food and beverages organisations for the study. The reasons underlying the weak relationship between customer‐focus and business performance of the food and beverages organizations are government policies, new product development, diversification, innovation and devaluation of the Nigerian currency. One important finding of this paper is that customer‐focus leads to business performance through some moderating variables.

The paper recommends that the Nigerian Government should ensure a stable economy and make economic policies that will enhance existing business development in the country. Also, organisations should have performance measurement systems to detect the impact of investment on customer‐focus with the aim of knowing how the organization works.

This paper significantly refines the body of knowledge concerning the impact of customer‐focus on the performance of the organization, and thereby offers a model of customer‐focus and business performance in the Nigerian context for marketing scholars and practitioners. This model will, no doubt, contribute to the body of existing literature of customer‐focus.

The purpose of this paper is to explore how cultural differentiation can affect the successful transplantation of lean management and production techniques from the parent country to subsidiary countries in the developing world. In particular, the focus will be on car manufacture in India and the role of hierarchy in Indian society, with reflection on how this seeps into workplace and power relations.

Lean production techniques have been hailed as revolutionising modern manufacturing, particularly in the automotive sector. In developed world countries, car manufacturers have made significant gains in efficiency and productivity as a result of their implementation. However, as many of these multinational companies (MNCs) have expanded production into rapidly-developing nations to take advantage of both their market and low-labour costs, the introduction of lean production practices have met some resistance. This is because certain underpinning concepts and values of the lean system, such as team work, delegation of authority and upward communication can be considered incompatible with aspects of local culture and employees’ attitude towards work and their superiors. The analysis presented is based on a series of semi-structured interviews with managers and workers from an India-based subsidiary of a MNC car manufacturer and engagement with the existing literature.

It concludes that paternal relationships, religious values and group orientation in Indian society have a significant impact on the dynamics of the workplace and result in a brand of power distance that is specific to this national context, raising questions about the suitability of universal implementation of lean production practices.

“Power distance” has become a catch-all term for cultures with an orientation towards hierarchy and status in society. However, this categorisation masks some of the factors belying the phenomenon and intricacies relating to how it plays out in the workplace. It is simplistic to postulate that high power distance cultures might be incompatible with management approaches that decentralise authority and increase worker participation. Rather than rely on overgeneralisations, the analysis provided has attempted to deconstruct the composition of power distance in the Indian context and document systematically how features of Indian culture conflict with the principles of lean production techniques, using a case study from an Indian subsidiary of a MNC. In particular, the study finds that religion, caste and paternalism create an India-specific power distance that manifests itself in worker behaviour and workplace relationships.

The purpose of this paper is to explore the extent to which an intervention lesson could help with elementary pre-service teachers’ critical racial knowledge around school segregation.

The author, an Elementary Social Studies Methods Instructor, developed and modeled lessons of “doing race” in social studies as one of the ways to assist elementary pre-service teachers with critical racial knowledge and commitment to do race in their future classrooms. This paper focuses on one of the modeled lessons, which centered on the topic of school segregation.

Based on the analysis of class discussion and student work, the author documented the ways in which the modeled lesson engaged pre-service teachers in disrupting the dominant discourses and teaching practices on the topic of school segregation and developing the critical understandings needed to successfully teach about race and racism in elementary classrooms.

The paper details actions meant to demonstrate to elementary pre-service teachers the benefits of an elementary social studies topic viewed and taught through a critical race lens. In doing so, it calls attention to the possibilities and limitations of a single lesson that targets antiracist practices.