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The cure for stultifying complexity—redesign the organization so that information and information technology drive simplification.

This research suggests that strategic thinking can be measured depending on cognitive logic. By developing Jung’s model, we can reach a new model, which consists of five thinking types of human beings. The strategic thinking type stands at the central part of this model. This is due to the fact that this type of thinking, which has become essential to every modern manager, is the function of all other types of thinking. A strategic thinker is the main changing agent in every organization. The cognitive approach applied refers to thinking as a bridge between the environment and observed behavior. Behavior is a direct reflection of thinking. It is not just a reflection of environment and its stimulus, as behaviorists believe. Strategic process matches cognitive logic much more than behavior logic does. Depending on (Z) test, we can statistically define the area of the type of strategic thinking. This area shows that strategic thinking is a unique type of thinking which can be measured through a combination of attitudes measurement and thinking process measurement. The validity of this model is checked by the strategic change attitudes of the respondents. The result shows that the measurement of strategic thinking suggested by our model is valid. Nevertheless, the researchers believe that this result can not be fullproof unless more research tests their claims.

Shows that the hedonic (or implicit) values associated with work activities can be derived in three ways: simultaneous equations technique, multiple linear regression analysis, and dual variables in a labour mix optimization model. Demonstrates consistency between the results of using each model. Concludes that hedonic values are not an artifact of a particular model but a natural and fundamental economic characteristic of work.

The increasing economic importance and the number of born global firms make it worthwhile to study what leads to their success in the international market. To better understand this international business phenomenon, we conducted in‐depth interviews with managers, coupled with public database and Web site searches. Research propositions were developed based on an extensive qualitative method. The relationship between organizational culture, information technology capability, and performance is proposed in the context of born global firms, based on viewing the concept of IT capability from the resource‐based view. We further provide recommendations for managers, theoretical contributions and suggestions for future research.

I don't know about your computer, but mine takes the initiative to capitalize letters as it deems appropriate, like at the beginning of a sentence or after a period. This is pretty darned annoying when you're typing dozens of e‐thises and www‐thats. And try placing Yahoo! in a sentence and you'll see what happens to the letter after the exclamation point. Then there's the nifty automatic feature that takes out capital letters I've just put in a word (e.g., megaBrands) as eagerly as a cat bringing his master a dead mouse. And I'm just about as happy with the result.

In order to manage library or information functions you must be able to persuasively communicate with your management. To accomplish this, you must communicate in the language of your management, marshalling trendy and persuasive points on your own behalf With that as a given, there has been a very heartening development over the last few years for library and information managers—a burgeoning management attention to information.

The dog days for strategists are coming to an end. The rule of reengineering as the main tool for improving corporate performance and competitiveness is in its final death agony. It is becoming clear to most companies that the redesign of business processes to control costs is an insufficient approach to success. Companies need to move beyond business processes and change their business models. Similarly, companies need to move beyond cost control to address the more significant issue of how to create value.

A conference report of the first Asia‐Pacific Conference on Library & Information Education and Practice conference hosted by the Nanyang Technological University in Singapore. Library and Information Science education was the focus and preparing librarians for the twenty‐first century. The purpose is to educate practicing librarians and information scientists about directions in the profession and how to incorporate this message into the practice of librarianship.

Different presentations highlighted new approaches and methods to approach new ways of thinking about service and expectations in the library community.

Gaining insight into current trends in library education. As library environments experience great change, with more emphasis on technology, it is imperative to train librarians with new competencies.

Combining library education and practice is key to being relevant to developments in library science education and retaining the science and technology as key components in the training of librarians.

Of interest to regional librarians as well as librarians worldwide interested in how this region is preparing the next generation of librarians to practice with new skills, technology applications and to meet expectations.

Explores the application of expert systems in the field of services marketing. Describes the basics of the technology along with several hypothetical systems. Concludes with a brief examination of costs versus benefits, system design and implementation issues, together with the potential for other artificial intelligence technologies to contribute to the management of services marketing. Notes that advanced applications such as expert systems will dramatically change the competitive landscape of the future.