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Reports on the training and development focus of five National Training Award winners – North West Water, Reading Buses, Black & Decker, Pirelli and Dolland & Aitchison – and at how their training programmes have affected their businesses.

A key strategic objective behind the introduction of TQM centres on ensuring employee commitment and participation in continuous process innovation for the purpose of improving operational efficiencies and developing a competitive edge within the expanding and dynamic marketplace. Uses the experience of Pirelli Cables to describe employee responses to the process of establishing a “quality culture” and to illustrate how Japanese TQM programmes may not be well suited to building employee commitment within an Australian workforce which is culturally very diverse.

The development of a new “high‐tech”, “high involvement” organisation is sketched. It concentrates on the organisational design features of the new culture. These design features are compared and contrasted with those of a theoretical model of a high involvement organisation. Comment is included on progress towards the new culture and some of the difficulties encountered. The broad aim of the article is to help progress organisations′ “people” strategies from “control” to “commitment” and hence improve the effectiveness of organisations′ in an increasingly competitive operating environment.

A key strategic objective behind the introduction of TQM centres on ensuring employee commitment and participation in continuous process innovation for the purpose of improving operational efficiencies and developing a competitive edge within the expanding and dynamic marketplace. Although TQM has many of its roots in the principles of total quality control, the main objectives of many current programmes rest on revising existing organizational attitudes and belief systems. Uses the experience of Pirelli Cables to describe employee responses to the process of establishing a “quality culture” and to illustrate how Japanese TQM programmes may not be well suited to building employee commitment within an Australian workforce which is culturally very diverse.

This special “Anbar Abstracts” issue of the European Business Review is split into six sections covering abstracts under the following headings: Top management issues; Marketing and distribution; Personnel and training; Information management and technology; Operations and production management; Accounting and finance.

Structured cabling systems remain a fast growing market and are likely to become even more frequently installed as the recession recedes. The historical derivation and structure of these systems is described and the key strategical issues which will need examining when selecting a system are highlighted.

The purpose of this paper is to focus on the Americanization of European advertising in the post‐war years as a phenomenon of cultural transfer and it aims to explore the interaction between the USA and Italian advertising traditions during the 1950s and the 1960s.

The analysis is in two parts. First, the role of those cross‐cultural mediators who contributed to changing marketing communication strategies of many Italian companies during the 1950s and the 1960s is studied. Second, the ways in which US advertising rules and patterns are combined with the local tradition in order to fit the Italian context of the post‐war years are looked at. The research is based on a study of the main USA and Italian marketing and advertising literature of the post‐war years, and on an analysis of press campaigns and TV commercials.

This research shows that during the 1950s and the 1960s, the conflict between the American approach and the Italian approach to advertising did not prevent interaction and negotiation. In the post‐war years, the USA know‐how and practices, are re‐interpreted through the process of transfer to Italy, creating original, and unexpected solutions.

Although some research has been conducted on the Italian advertising scene during the post‐World War II years, the few existing contributions did not focus on the interaction between the imported American model and the local traditions. This paper provides a good overview of the ways in which notions, methodologies, and strategies coming from the USA are implemented.

The judgment by the House of Lords in the matter of Pirelli General Cable Works Ltd v Oscar Faber and Partners (The Times, 11 December 1982) is of the greatest significance to building owners, redefining as it does the starting point of the six‐year period during which architects or designers may be liable for defects occurring in buildings.