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Describes how two US hospitals, members of an integrated health system, took different routes to achieve radical constructive change, one of them ‐ an urban community hospital ‐ through what is described in detail as core process redesign; the other ‐ a full‐service, research and teaching hospital ‐ devised and implemented a process described, again in step‐by‐step detail, as re‐engineering of clinical services and business operations.

During a short two‐decade period (1879‐1903) processes for making food packages – paperboard cartons, tinplate cans and glass bottles – were mechanized by American inventor/entrepreneurs Robert Gair, Edwin Norton and Michael Owens, respectively. This paper aims to describe the context for packaged, processed food at the time, and to explore the men, their inventions, and the modern packaging industry that they collectively developed.

Biographies and patents were reviewed as well as contemporaneous and retrospective trade publications, newspapers, censuses and commentary.

Packaging's industrial revolution played a key role in the development of modern marketing. Mass‐produced cartons, cans and bottles collectively became building blocks for mass markets. By the time of the first supermarket in 1920, annual sales of packaged breakfast cereal, crackers, biscuits, canned fruits and vegetables, preserves, soft drinks and other prepared foods had increased by 60‐fold over 1880 levels, 80 percent of which occurred after 1910. The packaging companies of Gair, Norton and Owens capitalized on new methods of production and business integration (and collusion) to profit from the trend, and enabled emerging national brands like Nabisco, Campbell's Soup and Coca‐Cola to successfully lead a revolution in mass marketing.

This paper shows why and how the practically simultaneous invention of machines to make cartons, cans and bottles was able to accelerate the development of national brands and supermarkets. Inasmuch as the histories of the three packaging forms are not considered to be in the same “industry,” this research represents a fresh interpretation of secondary sources.

To explore some of the theories presented in the latest Kaplan and Norton book Alignment: Using the Balanced Scorecard to Create Corporate Synergies.

This interview and transcript is prepared by an independent writer.

Presents David Norton's views on the balanced scorecard, the hall of fame, strategy and his academic life.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

This is an independent interview which provides strategic insights into some of the theories of Kaplan & Norton's work on the balanced scorecard.

The purpose of this paper is to evaluate Balanced Scorecard by listing claims made by its authors and counterclaims made by other scholars/authors; to justify further research for answering the question “how to measure” in a broad manner; and to justify further research in “dynamic performance measurement systems for global organisations”.

By referencing relevant literature, this paper first evaluates Balanced Scorecard. In its second part, the problems associated with designing and implementing performance measures are listed and lack of research in dynamic performance measurement systems for global organisations is brought to attention. The third part emphasises the need for further research to address the issues mentioned in part two.

The literature reveals that Balanced Scorecard still prevails as the dominant performance measurement system. Successful implementations, however, are much less prevalent and translating Balanced Scorecard to concrete action is still a problematic area.

A vast, multidisciplinary volume of literature is available on performance measurement. This review has referenced mostly recent (2000‐2005) literature.

This review provides a reference for academics/practitioners by listing and organising major claims made by authors of Balanced Scorecard and counterclaims made by other authors/scholars. This review also brings to notice the difficulties associated with designing and implementing measures, identifying opportunities for ongoing research.

This paper forms the basis for a new research direction that considers global organisations and explores the design of a dynamic performance measurement system that operates within an integrated framework of business processes.

The Balanced Scorecard (BSC) translates an organization's mission and strategy into a comprehensive set of performance measures that provides the framework for a strategic measurement and management system. The scorecard measures organizational performance across four linked perspectives: financial, customer, internal business process, and learning and growth. (See Exhibit 1 on page 20.) The BSC enables companies to track short‐term financial results while simultaneously monitoring their progress in building the capabilities and acquiring the intangible assets that generate growth for future financial performance.

The object of the exercise is to perform an overall evaluation of the INSEAD library service as perceived by segments of the overall user‐group. The aim is to translate the results of such an evaluation into keener insight into the habits of the users, and ultimately into policy formulation and action for the future development of the service.

This paper aims to introduce a supplementary strategic mapping tool designed specifically for family businesses. The authors extend the popular tool of strategy maps into the family business arena to address potential misalignments arising from the family imprint on a business. The resulting family enterprise strategy map (FESM) aims, both literally and figuratively, to get internal stakeholders on the same page in their pursuit of family business objectives. Using the FESM, family managers can enhance strategy design and implementation, thereby increasing the viability and longevity of their enterprises for future generations.

The framework draws from previous work on strategic maps, from scholarly research on family businesses and from the authors’ experiences consulting with family enterprises. The framework addresses four distinct but interrelated perspectives requiring managerial attention: family business objectives, family alignment, family systems and family business foundation. The case of Mondavi Winery is used to illustrate the prescriptive value of the FESM.

The FESM is meant to be used cooperatively among internal stakeholders to tease out potential challenges that can hinder the effective design and implementation of a family business strategy. The FESM makes explicit the primary objectives of the family business, prompts stakeholders to voice professional and personal ambitions in the business and brings individual risk propensities to the dialogue. Systems and activities necessary for successful strategy implementation are also underlined in the FESM. Lastly, the framework helps to identify the strategic foundation that can be leveraged to achieve the family enterprise’s objective.

The value of the FESM is threefold. First, having family members and non-family managers engage in this activity can make known individual, family and non-family functions, desires and goals. In doing so, the FESM also effectively highlights misalignments among and between various internal stakeholders that may otherwise go unnoticed. Second, the FESM draws management’s attention to specific family-related resources and capabilities within the company and, just as importantly, those that need to be cultivated to achieve strategic objectives. Third, the FESM can serve as a valuable reminder during those times when family systems begin to malfunction or to diverge from intended objectives.

Online access for end‐users in a library and information service poses problems of organisational procedure, presentation and training, and cost (reallocation), as well as system ‘friendliness’, ease of access and usage, and levels of success in searching. In a controlled environment, two periods of end‐user searching were performed to give the user direct hands‐on contact with an online host, to gain a measure of evaluation for such problems posed, and, to gain a notion of user‐impressions of actual and future (potential) usage.

In a previous paper we have attempted to describe the potential value of measuring how users perceive the library, and we have shown how segments of the user population could be defined by a perceptual criterion. This paper is an attempt to describe progress in the research on both quantitative and qualitative levels: we attempt to describe measurements of preferences in collection, resources and services developments of those segments of the user‐group. We attempt also to signal correlations of these expressed preferences in terms of perceptions previously indicated.

A while ago The Observer newspaper ran a six week long superquiz, winners to take a trip on the Orient Express. The clues were myriad, infernal and drawn from all disciplines. In a mad moment I wrote them a letter, which they published, pointing out the reverberations that such competitions have in libraries. No bad thing to publicise the fact that when memory and home reference books fail people resort to us. The letter seemed to strike a chord with many, including NLW who asked for an enlargement on the theme.