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This paper provides an overview of a series of research projects investigating the diffusion and appropriation of technologies for production and inventory control (PIC). These technologies are referred to, collectively, as production and inventory control systems (PICS) though also appear under a number of other names (for example, computer‐aided production management). PICS are information technologies used, predominantly by operations management or logistics personnel in manufacturing industry, to plan and schedule production runs and materials handling so that materials are available when required for production without holding unnecessary inventory. Typically, though not always, the technologies are computer‐aided. Like other technologies, they involve a significant amount of organisational as well as technical innovation (c.f. Damanpour, et al, 1989).

Information systems for production management tend to be promoted by technology suppliers as standardised solutions which form a singular “best practice”. However, as these technologies are configurational, the notion of best practice is illusory. Data on the diffusion and design of information systems for production management across four European countries indicate distinctive national differences. It is argued that these can best be explained at two levels: first, national differences in the social institutional networks through which information about these systems is diffused socially shapes patterns of adoption and design; second pre‐existing patterns of work design and managerial practices may influence the degree of “fit” between particular design philosophies and prevailing organizational contexts in different countries. Differences in the particular roles of professional association networks and technology suppliers in the diffusion process are explained in terms of different patterns of knowledge sharing across countries.

This paper draws attention to the potentially focal role that appropriate people management practices can and do play in facilitating knowledge management within the context of a specialist consulting firm that sustains its competitive advantage through processes of knowledge creation. The paper highlights the way in which traditional approaches to people management issues such as recruitment and selection, professional development etc. are not necessarily appropriate or relevant when managing an expert workforce that expects and demands considerable levels of autonomy. The findings highlight that perhaps too much reliance has been placed on technological solutions to KM to date. Hence the paper emphasises the highly situated and contextual nature of KM and the practices or systems in support of KM, which existing literature in this field has failed to adequately address.

Considers the way in which firms first become aware of computer‐aided production management technologies, with reference to three case studies. Focuses on the process through which firms ultimately decide to invest in MRPII, in order to understand more fully the way in which MRPII has diffused within the UK. Highlights the way in which the decisions taken at the selection/adoption stage can affect eventual outcome in terms of successful implementation of MRPII. Suggests that if firms are to compete in global markets, they must adopt and adapt technologies and approaches that are suitable for their unique context and environment, rather than attempting to imitate a “best practice” template.

Managing knowledge is a value‐creating process in most organizations and is particularly important in knowledge‐intensive firms. Explores the ways in which groupware might facilitate processes of knowledge creation within a particular type of knowledge‐intensive firm. Based on a case study analysis of an expert consultancy where e‐mail was used successfully for information and knowledge search, and Lotus Notes was used with mixed results in project working, argues that the complexity of articulating the knowledge creation process can be reduced by using e‐mail. Furthermore, e‐mail, when considered in context, is potentially a rich medium for the development of collective knowledge over time despite its purported lean characteristics. Also concludes that, although distributed Lotus Notes databases can obviously alleviate temporal and spatial complexity, this media lacks the richness required for complex processes of knowledge creation. Thus, where temporal and spatial constraints do not exist, there will be substantial barriers for using groupware to support processes of knowledge creation in this type of knowledge‐intensive firm.

This paper explores the impact of communication strategies on shaping employee involvement at Rover’s Longbridge plant, between 1997 and 1999. At this time, the firm was experiencing severe difficulties. This triggered a period of transformational change within the company. Qualitative methodology was utilised to explore management’s internal communications strategies, which aimed to initiate and sustain change. These strategies were analysed in relation to external forces, specifically the media, which played a significant role in shaping management action at this time. Semi‐structured interviews with senior management and trade union representatives were conducted, and company data was utilised to provide the shop‐floor perspective. New developments with regard to existing EI theory were uncovered. Communications increased in prominence and centrality to organisational objectives, and a radical communications technique was introduced. The research also highlights that EI initiatives cannot be divorced from the organisational context. Several key issues emerged: management must brief internal audiences before information reaches the media; the timely provision of consistent information is paramount; and finally, personal involvement by senior management is a prerequisite for the success of any change management programme.

Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce – not even, in many cases, describing workers as assets! Describes many studies to back up this claim in theis work based on the 2002 Employment Research Unit Annual Conference, in Cardiff, Wales.

Throughout the turbulent recent history of UK carmaker Rover, culminating in parent BMW’s sale of the company for £10 to the Phoenix consortium in May 2000, internal communications with the workforce were never far from the top of the agenda.

This paper aims to describe and explain a contemporary phenomenon.

This is an analysis of research reports and fiction texts.

Universities use mergers and acquisitions to improve their ranking positions, ignoring the effects on research and teaching.

More attention should be paid to current managerial fashions.

An opposition to thoughtless fashion following may lead to positive changes.

If you mean “societal implications”, the state of universities is very important to democratic societies.

These are not for the author to judge.