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This chapter studies the negative signals associated with nonpromotion. I first show theoretically that, when workers' productivity rises little with additional years on the same job level, the negative signal associated with nonpromotion leads to wage decreases. On the other hand, when additional job-level tenure leads to a sizable increase in productivity, workers' wages increase. I then test my model's predictions using the personnel records from a large US firm from 1970–1988. I find a clear hump-shaped wage-job-tenure profile for workers who stay at the same job level, which supports my model's prediction.

Findings are presented from an empirical study focused on the banking behaviour of corporate customers in South Africa. The selection of banks and bank services were investigated: the most important factors in selection were found to be quality of service, quality of staff, the nature of relationships with managers, and price of services. Further, although most of the responding companies had split banking arrangements, strong loyalty existed between organisations and their lead commercial banks.

This Case Study sets out to show how one local personal social services authority, the city of Sunderland, approached the task of developing a mixed economy of social care through contracts and market management. It starts with an outline of the historic and policy background and the Sunderland context. It then explains how the task was given a strategic framework. The Case Study continues by setting out what Sunderland has done in achieving contracts for residential and nursing care and concludes with a brief review of how contracts are being developed for other social care services.

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

While many organizations call their strategic planning and management systems a balanced scorecard, UK supermarket chain Tesco prefer to call theirs a steering wheel. Everyone in the business has a copy so they can set their objectives against it and be judged by it.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

The key to successful performance in the market for corporate accounts lies in the management of customer relationships. Key existing and potential customers must be identified, and the development of long‐term relationships with these targeted accounts requires important research, planning and operating decisions and associated long‐term investment. A growing recognition of the importance of the corporate treasurer, and the factors that determine a company's financial responsiveness are explored, together with the concept of relationship banking, with its long‐term goals looking to banking advantages over a lengthy time span.

In this chapter we study job design. Do organizations plan precisely how the job is to be done ex ante, or ask workers to determine the process as they go? We first model this decision and predict complementarity among these following job attributes: multitasking, discretion, skills, and interdependence of tasks. We argue that characteristics of the firm and industry (e.g., product and technology, organizational change) can explain observed patterns and trends in job design. We then use novel data on these job attributes to examine these issues. As predicted, job designs tend to be “coherent” across these attributes within the same job. Job designs also tend to follow similar patterns across jobs in the same firm, and especially in the same establishment: when one job is optimized ex ante, others are more likely to be also. There is evidence that firms segregate different types of job designs across different establishments. At the industry level, both computer usage and R&D spending are related to job design decisions.

The factors which influence costs of production of food and the prices to the consumer have changed dramatically during this century, but especially since the establishment of trading systems all over the world. Gone are the days when the simple expedients of supply and demand alone governed the situation. The erosion of these principles began at the turn of the century, mainly as a result of the introduction by the rapidly developing industrial power of the USA to protect her own industries against the cheaper products of European countries. They introduced the system of tariffs on imported manufactured goods; it grew and eventually was made to apply to wide sectors of industry. European countries retaliated but the free trade policy of Britain's Liberal government was making the country a dumping ground for all other country's cheap products and surpluses.