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Few studies have definitively established a clear connection between teaming and higher performance, and even fewer have quantitatively assessed the impact of teaming on corporate performance. If using work teams is not a guarantee of greater effectiveness, then the challenge becomes one of creating an environment that increases the likelihood that teams will be successful. This article presents a work team planning guide that identifies the critical issues and topics that organizations should consider when planning to use work teams effectively. Primary research, training and development experience, and an integration of team‐based literature all contribute to the ideas presented here.

Competing in the mid‐to‐late 1990s will require world‐class firms to rely increasingly on their suppliers while at the same time developing more aggressive and executive supported purchasing, supply base and sourcing strategies, because suppliers′ performance is not meeting expectations of purchasers. This finding was one result of a research effort with over 100 different firms over a five‐year period to determine the importance of the supply base, current supplier performance and emerging supply base/sourcing strategies being used by leading firms to contribute to competitive advantage. It was further determined that significant opportunities exist to accelerate development of supplier capabilities and performance. Identifies and discusses continuous improvement and breakthrough supply base and sourcing strategies to achieve supply base improvement.

Evolving purchasing/sourcing strategies necessary for competitive success during the 1990s are identified. The strategies, identified by purchasing executives of leading‐edge Fortune 100 firms during field interviews and a Delphi process, reflect purchasing′s growing contribution to firms′ overall competitive performance. Also included is a discussion of supply base optimisation and total quality management at the supplier as necessary prerequisites for the implementation of increasingly sophisticated strategies which follow a progression to achieving an integrated set of purchasing strategies. There is also a discussion of the linkage between corporate and purchasing strategy.

The ability to satisfy customer demands while responding to relentless competitive pressure requires creative and often complex approaches to managing a firm's supply chain. Perhaps more than any other area, executive managers increasingly believe that a concept called globalization offers the best opportunity to achieve major performance gains. One area where many companies can begin to capture the benefits of globalization is global sourcing, which involves the worldwide integration of engineering, operations, and procurement centers within the upstream portion of a firm's supply chain. Unfortunately, capturing the benefits potentially offered by globalization is often limited by a lack of understanding concerning how to pursue this important topic. To help overcome this limitation this article presents a five‐level continuum that illustrates the differences between international purchasing and global sourcing, examines the factors that are the most critical to global success, and concludes with a brief discussion of future global sourcing directions.

Since teams continue to be an important part of an organization's design, understanding how to enhance their success should be a primary objective. Research consistently shows that team leaders exert a disproportionate effect on the success or failure of organizational work teams, making leadership an area that managers cannot ignore. While creating an organizational vision or inspiring others to follow are important leadership traits when viewing leadership at a very high level, the reality is that most team leaders work at a demanding operational level, which requires specific knowledge and skills. This article presents the topic of team leadership by discussing why team leadership should be of interest to organizational managers, presenting various knowledge and skill areas where leaders should demonstrate proficiency, and providing an assessment tool that helps organizations evaluate leader effectiveness.

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.