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This chapter elaborates on the usefulness of embracing complexity theory, modeling outcomes rather than directionality, and modeling complex rather than simple outcomes in strategic management. Complexity theory includes the tenet that most antecedent conditions are neither sufficient nor necessary for the occurrence of a specific outcome. Identifying a firm by individual antecedents (i.e., noninnovative vs. highly innovative, small vs. large size in sales or number of employees, or serving local vs. international markets) provides shallow information in modeling specific outcomes (e.g., high sales growth or high profitability) – even if directional analyses (e.g., regression analysis, including structural equation modeling) indicate that the independent (main) effects of the individual antecedents relate to outcomes directionally – because firm (case) anomalies almost always occur to main effects. Examples: a number of highly innovative firms have low sales while others have high sales and a number of noninnovative firms have low sales while others have high sales. Breaking-away from the current dominant logic of directionality testing – null hypothesis significance testing (NHST) – to embrace somewhat precise outcome testing (SPOT) is necessary for extracting highly useful information about the causes of anomalies – associations opposite to expected and “statistically significant” main effects. The study of anomalies extends to identifying the occurrences of four-corner strategy outcomes: firms doing well in favorable circumstances, firms doing badly in favorable circumstances, firms doing well in unfavorable circumstances, and firms doing badly in unfavorable circumstances. Models of four-corner strategy outcomes advance strategic management beyond the current dominant logic of directional modeling of single outcomes.

Absent Chief Entrepreneur/Intrapreneur (‘Ntrepreneur) Officer (CNO) Churchill’s un wavering commitment of significant resources to the unproven radar (Decision to Dare) as early as the autumn of 1937, Great Britain would have not survived as a nation: No country survival. Absent Watson, Jr.’s unwavering determination to push IBM into computers, launching in 1951 the Defense Calculator, which at $3 million “was by far the most expensive project in IBM history,” IBM would not have survived: No corporate survival. From the [rather flimsy] briefing by Dr. R.V. Jones weaving fact and fancy, how did Churchill draw the firm conclusion that radar would be invented; and risk rewriting the entire plans for the air defense of Great Britain around radar? How did Watson, Jr. dismiss the unanimous recommendation of IBM’s 18 best systems experts that magnetic tape had no place at IBM; and launch the most expensive project at IBM to break into the unknown field of computers? Based on first‐person narratives, how could the single input of relatively flimsy data produce as the output, the certain realization of a futuristic technology? The most‐cited work on the psychology of decision‐making (Kahneman‐Tversky) is seen to be in applicable. Sigmund Freud’s Self‐Analysis offers a method of systematic introspection/ret rospection. We develop an established sequence of ordered procedures (Protocol) of memory management (Memory Management Disequilibria Dimensions (MD2) Protocol) which applies equally well to both the country and corporate survival decisions, and offers some suggestions to improve Memory Management for Decisions to Dare.

Presents a special issue, enlisting the help of the author’s students and colleagues, focusing on age, sex, colour and disability discrimination in America. Breaks the evidence down into manageable chunks, covering: age discrimination in the workplace; discrimination against African‐Americans; sex discrimination in the workplace; same sex sexual harassment; how to investigate and prove disability discrimination; sexual harassment in the military; when the main US job‐discrimination law applies to small companies; how to investigate and prove racial discrimination; developments concerning race discrimination in the workplace; developments concerning the Equal Pay Act; developments concerning discrimination against workers with HIV or AIDS; developments concerning discrimination based on refusal of family care leave; developments concerning discrimination against gay or lesbian employees; developments concerning discrimination based on colour; how to investigate and prove discrimination concerning based on colour; developments concerning the Equal Pay Act; using statistics in employment discrimination cases; race discrimination in the workplace; developments concerning gender discrimination in the workplace; discrimination in Japanese organizations in America; discrimination in the entertainment industry; discrimination in the utility industry; understanding and effectively managing national origin discrimination; how to investigate and prove hiring discrimination based on colour; and, finally, how to investigate sexual harassment in the workplace.

Prior studies mostly investigate initial shopping intention in developed countries. The purpose of this paper is to sketch and determine the impact of perceived usefulness (PU), perceived ease of use (PEOU), perceived value (PV), trust (TRT), perceived risk (PR), privacy concern (PC), internet literacy (IL), satisfaction (SAT) on online repatronage intention (ORI) among Malaysian experienced online shoppers.

A total of 219 valid questionnaires were collected via an online survey among experienced online shoppers across young and old students aged 18-31. Subsequently, the two-step structural equation modelling (SEM) technique was employed to empirically examine the proposed integrative theoretical research framework and model fit with maximum likelihood estimation.

The statistical analyses support the relationships between PU, PV, TRT and SAT with ORI while the relationships between PEOU, PR, PC and IL with ORI were rejected in which all the factors affecting ORI occur similarly across the study sample. The behaviour of experienced online shoppers was found to be different from findings of previous literature that examined initial adoption and intention. Due to the lack of distinction in the literature concerning experienced and inexperienced shoppers, our results show inconsistencies with prior research in examining ORI.

The paper suggests that future research consider multicultural analysis, atmosphere design, developing internet methodology and the role of flow experience in determining ORI. The research limitations and implications are also discussed.

By realizing the differences between inexperienced shoppers and experienced shoppers, online retailers should segment these groups more effectively and should implement a different marketing strategy to target the right segment, right shoppers along with the right marketing tactic. The antecedents of future intention of online shopping are influenced by various variables because the human behaviour is sophisticated in nature. Thus, academicians and practitioners should realize the implications of examining their target population/market based on an assessment of different antecedents.

This study is among the few attempts to examine attitudes and behaviour of Malaysian experienced online shoppers who have formed relevant experiences and skills in online shopping. Additionally, the paper empirically examine and distinct user perception of online retail attributes (including PU, PEOU, PV and PR), pre-purchase user attitudes (including TRT, PC, IL) and post-purchase users attitudes (including SAT) in forming ORI simultaneously.

Examines the development of accountability for the Treaty of Waitangi in the New Zealand public sector. Considers how the nature of the accountability obligations arising from the Treaty have developed and how these differ from those that have developed generally in the New Zealand public sector. These obligations were made auditable through two accountability/review mechanisms: the reviews of service delivery to M \¯curr aori produced by Te Puni K \¯curr okiri and the “Delivering effective outputs for M \¯curr aori” review from the Office of the Auditor‐General. It was found that these accountability mechanisms gave increased visibility to M \¯curr aori concerns and perspectives within government departments. However, while there was a clearly developed obligation of departments to answer for their practices in relation to M \¯curr aori, there was no satisfactory accountability mechanism for Parliament to account to M \¯curr aori.

During the last decade, a firm's ability to innovate has gained substantial attention in the literature devoted to innovation and strategic management. This study aims at discussing on what is the relationship of a firm's commitment to learn and its open-mindedness with its activity in introducing organizational innovations. The data collection was carried out in Russia. In order to make the research more specific, the organizational innovation is broken down into two subtypes, namely innovation in management practices and innovation in workplace organization.

The study is grounded on the data obtained by the surveying of 123 Russian top managers working in manufacturing firms. The structural equation modeling was approached in order to investigate the impact of a firm's commitment to learn and open-mindedness on its organizational innovation.

The results indicate that the commitment to learn and the open-mindedness have considerable impact on organizational innovation activity in a firm. The findings also provide evidence that both the investigated subtypes of organizational innovation are positively influenced by commitment to learn and open-mindedness, though the degree of that influence differs.

The literature traditionally focuses mostly on the technological type of innovation leaving the organizational innovation covered by scarce research. In this respect the study contributes to the theory of organizational innovation by elaborating its relations with organizational learning dimensions. Apart from the investigation on the research question at a general level, the study explores the specific context related to the manifestation of phenomenon in a transition economy of Russia.

Gives an in depth view of the strategies pursued by the world’s leading chief executive officers in an attempt to provide guidance to new chief executives of today. Considers the marketing strategies employed, together with the organizational structures used and looks at the universal concepts that can be applied to any product. Uses anecdotal evidence to formulate a number of theories which can be used to compare your company with the best in the world. Presents initial survival strategies and then looks at ways companies can broaden their boundaries through manipulation and choice. Covers a huge variety of case studies and examples together with a substantial question and answer section.

Automated visual inspection is vital in the production of manufactured products acceptable to world market standards. The volatile nature of the consumer markets is placing increased emphasis on manufacturers to produce cheaper products of higher quality. With increasingly more manufacturers implementing advanced manufacturing principles to perform agile manufacturing, the need for cost‐effective, automated quality control has been highlighted. This paper proposes a cost‐effective, automated, visual inspection system capable of performing in‐process verification in the flexible manufacturing environment.

The dominating role of corporate memory/corporate culture in instituting/impeding dramatic changes is highlighted in the first‐person narrative of Louis V. Gerstner, Jr. of his tenure as IBM CEO (1993‐2002). Gerstner, who had never worked in the computer business, was brought in to rescue IBM which had lost $16 billion in three years, and half its share value in eight years in which 175,000 employees lost their jobs. “I came to see in my time at IBM that culture is not just one aspect of the game‐it is the game... [When the original environment institutionalized in the corporate culture] shifts, it becomes an enormous impediment to the institution’s ability to adapt.” To overcome the impediment, Gerstner had to employ Draconian Measures to replace/rebuild the institutional memory: [1] organizationally by ripping power out of the entrenched bureaucracy, and giving it to 12 newly‐constituted customer‐centered industries, [2] operationally by tying Pay and Promotion to IBM stock performance (instead of individual units), [3] motivationally by rewarding individuals on their accomplishment of their plans to implement the Gerstner triad: “Win, Execute, Team,” and [4] strategically by making big bets on unproven technologies of CMOS and Net work‐centered e‐business. Our Memory Management Disequilibria Dimensions (MD)2 Pro ‐ to colanalyzes the Gerstner narrative accurately.

Presents over sixty abstracts summarising the 1999 Employment Research Unit annual conference held at the University of Cardiff. Explores the multiple impacts of globalization on work and employment in contemporary organizations. Covers the human resource management implications of organizational responses to globalization. Examines the theoretical, methodological, empirical and comparative issues pertaining to competitiveness and the management of human resources, the impact of organisational strategies and international production on the workplace, the organization of labour markets, human resource development, cultural change in organisations, trade union responses, and trans‐national corporations. Cites many case studies showing how globalization has brought a lot of opportunities together with much change both to the employee and the employer. Considers the threats to existing cultures, structures and systems.