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Much current Japanese popular discussion centres on the sudden death, at an early age, of Japan′s hard‐working, white‐collar workers: Karoshi (death from overwork) – Salaryman′s Sudden Death Syndrome. Officially, it does not exist, as the government and big business are hesitant to acknowledge the phenomenon in light of the growing need to become more productive. The current recessionary pressure and growing shortage of labour in Japan has exposed this social phenomenon. Describes karoshi, defines the extent of the phenomenon, explores changes that are occurring in Japan′s workforce and analyses the impact on Japan.

Explores the influence of Japan’s culture on its innovative strengths and weaknesses. Indicates that Japan is good at evolutionary and process innovation but not so hot on inventing. Links this to Hofstede’s cultural dimensions, comparing Japanese with US results. Attempts to link Japanese cultural attributes to rice and its consequent agricultural system and associated human relations. Devotes a section each to Japanese collectivism, power, uncertainty avoidance, masculinity/femininity, and Confucianism. Finds that Japanese culture does not promote individuality or risk‐taking (unlike the US), but does excel at process technology.

Recounts the merger of Jerusalem’s Neighbourhood Self Management Organizations (NSMOs) and Community Service Organizations (CSOs) into the Joint Community Neighbourhood Management Organization (JCNM). Refers to literature on institutional theory and the process of decentralization. Focuses then on the NSMOs and CSOs, providing some background information on how and why they were originally set up and what their goals were. Compares the differences between the organizations, as well as the basic principles they have in common – hence the merge into one organization. Discusses the problems the JCNM has faced over the years, including issues such as identify, legitimacy, composition of board of directors, professional or political values, and restructuring the organization. Draws a quadrant model of patronage and centralization, suggesting that the NCNM aims to occupy a particular quadrant but is being hampered in doing so because policy makers prefer to keep things the way they are.

The main purpose of this paper is to provide a clearer understanding about the approaches to international markets using the Internet, and understanding the marketing decisions and challenges that a company will face in a global environment selling through Internet. In order to achieve this purpose, this paper is organized in the following sections: introduction to Internet; adopting marketing decisions to the Internet; and marketing via the Internet.

This paper presents the underlying rationale, the mechanisms and the output format of a computerised management information system (hereafter referred to as the MIS) designed for social service agencies. The MIS has been used as the basis of a graduate course in information systems offered for the past two years at the Paul Baerwald School Work, the Hebrew University of Jerusalem.

Although trade shows are a major portion of the marketing mix in the industrial marketplace, second only to personal selling and above advertising, very little has been researched on their function in industrial marketing. This paper reports the results of an extensive business survey of trade show usage, presents results, compares results to previous studies, provides analyses of the results, and recommendations to businesses to increase efficiency of trade show performance. Study indicates that few companies engage regularly and extensively in international trade shows, although most see the need. Also reports that the evidence suggests that some international companies generate as much as 70 per cent of their annual sales at trade fairs.

The aims of this article is to analyse whether there are differences in green advertisement attitudes between high involved and low involved consumers, to compare high and low involvement consumer’s cognitive responses and affective responses towards advertisements and examine the extent of the importance on certain themes that both high involvement and low involvement consumers consider. Themes such as company image, environmental labels, and product recycling symbols. A random sample of 207 consumers was taken from Victoria (Australia). The study shows that there are differences between the two groups in terms of their attitude towards green advertising with respect to all the dimensions and the low involved customers appear to have a stronger disregard for the green advertising across all the perceptive measures towards green advertising. The findings provide useful insights to practitioners as to the type of themes preferred for green advertising.

This paper, based on forty in‐depth interviews with teachers and principals in Hong Kong, utilizes the insights of feminist organization studies to explore the persistence of gender inequalities in primary school teaching. Two common practices, namely the assignment of women and men to teach lower and higher grades respectively and the monopoly of men in positions of disciplining and authority, are centered. The data suggest that schools and teachers actively construct and reproduce gender inequalities by trivializing teaching of young children as babysitting, naturalizing women as natural caregivers, and normalizing the use of threat in disciplinary control. My analysis also argues that these routine and pervasive gendering processes are not often acknowledged or challenged, which have the effects of marginalizing caring work, overlooking the emotional labor of women, valorizing a masculine view of authority, encouraging men and boys to compete for power via aggression, and hence producing a masculinist workplace.

Managers, consultants, and management researchers are increasingly realizing the important role of organizational culture in determining the decision‐making patterns and the long‐term success of organizations. A unique characteristic of most continuously successful organizations, according to Peters and Waterman, is that they possess consciously developed recognizable cultures that support innovation and strategic actions.

Whatever else, Organization Development and Change (henceforth, ODC) is preeminently an integrative area of concentration. Thus, ODC encompasses a broad range of arts and sciences; it blends values, as well as empirical research and theory in applications; and those applications in diverse settings include the cross‐national and the cross‐cultural.