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The purpose of this study aims to compare the academic performance and types of learning strategies used by APEL and regular entry undergraduates. It also explored the relationship between the academic performance and the types of learning strategies utilised by these two groups of undergraduate.

This quantitative study involved 400 undergraduates from an open distance learning (ODL) institution. A correlational research design was used in this study. Data were collected through archival data and questionnaire. Independent t-test and Pearson’s correlation analyses were performed using SPSS.

Regular entrants were found to perform slightly better than APEL entrants. There is no significant difference between the types of learning strategies used by APEL and regular entrants. For both groups, the higher performers adopted time and study environment management as well as effort regulation strategies. Besides this, there was no correlation between cognitive skills and peer learning with their academic performance. Meta-cognitive self-regulation and help-seeking which were found to affect the regular entrants’ academic performance did not correlate with those of APEL entrants.

This study was conducted within only one institution. The generalisation of findings may therefore be limited. Future studies could be conducted to include students from several institutions.

Time management training could be provided to students. Additional support, like foundation courses and supplementary readings, could be provided to APEL entrants to support their learning.

The findings would be beneficial to ODL institutions who offer APEL entry to understand the academic performance and learning strategies used by APEL entrants relative to regular entrants.

Presents over sixty abstracts summarising the 1999 Employment Research Unit annual conference held at the University of Cardiff. Explores the multiple impacts of globalization on work and employment in contemporary organizations. Covers the human resource management implications of organizational responses to globalization. Examines the theoretical, methodological, empirical and comparative issues pertaining to competitiveness and the management of human resources, the impact of organisational strategies and international production on the workplace, the organization of labour markets, human resource development, cultural change in organisations, trade union responses, and trans‐national corporations. Cites many case studies showing how globalization has brought a lot of opportunities together with much change both to the employee and the employer. Considers the threats to existing cultures, structures and systems.

Gives an in depth view of the strategies pursued by the world’s leading chief executive officers in an attempt to provide guidance to new chief executives of today. Considers the marketing strategies employed, together with the organizational structures used and looks at the universal concepts that can be applied to any product. Uses anecdotal evidence to formulate a number of theories which can be used to compare your company with the best in the world. Presents initial survival strategies and then looks at ways companies can broaden their boundaries through manipulation and choice. Covers a huge variety of case studies and examples together with a substantial question and answer section.

Presents a special issue, enlisting the help of the author’s students and colleagues, focusing on age, sex, colour and disability discrimination in America. Breaks the evidence down into manageable chunks, covering: age discrimination in the workplace; discrimination against African‐Americans; sex discrimination in the workplace; same sex sexual harassment; how to investigate and prove disability discrimination; sexual harassment in the military; when the main US job‐discrimination law applies to small companies; how to investigate and prove racial discrimination; developments concerning race discrimination in the workplace; developments concerning the Equal Pay Act; developments concerning discrimination against workers with HIV or AIDS; developments concerning discrimination based on refusal of family care leave; developments concerning discrimination against gay or lesbian employees; developments concerning discrimination based on colour; how to investigate and prove discrimination concerning based on colour; developments concerning the Equal Pay Act; using statistics in employment discrimination cases; race discrimination in the workplace; developments concerning gender discrimination in the workplace; discrimination in Japanese organizations in America; discrimination in the entertainment industry; discrimination in the utility industry; understanding and effectively managing national origin discrimination; how to investigate and prove hiring discrimination based on colour; and, finally, how to investigate sexual harassment in the workplace.

The evolution of modern digitalization technologies necessitates the development of a competitive digital supply chain quality management (SCQM) strategy by manufacturers. Using the new institutions and institutional theory (IIT), the study research first aims to identify the most important SCQM practices that can influence competitive performance (CP). Second, the authors intend to investigate the role of digital strategy alignment (DSA) in moderating the relationship between the multidimensionality of SCQM practices and CP among manufacturers.

The authors employ the Partial Least Squares-Structural Equation Modeling (PLS-SEM) technique to examine 225 valid samples from Malaysian manufacturers who use SCQM practices.

The study findings indicate that five of the twelve hypotheses developed were accepted. This suggests that supplier focus, strategic collaboration, information sharing and customer focus are positively and significantly correlated with CP. Unexpectedly, DSA moderates the relationship between leadership and CP.

This study extended the new IIT by empirically testing the six SCQM practices for CP in a DSA context, which can serve as a model for future research in the SCQM, CP and DS fields.

In today’s globalized and heavily industrialized economy, sustainability issues that negatively affect the human population and external environment are on the rise. This study aims to investigate a synergistic combination of supply chain management and quality management practices in strengthening the sustainability performance of Malaysian manufacturing firms.

A total sample of 177 usable surveys was collected. Given the contributions and acceptability of the artificial neural network (ANN) approach in evaluating the findings of this study, this study uses ANN to measure the relationship between each predictor (i.e. supply chain integration [SCI], quality leadership [QL], supplier focus [SF], customer focus (CF) and information sharing [IS]) and the dependent variable (i.e. sustainability performance). Via sensitivity analysis, the relative significance of each predictor variable is ranked based on the normalized importance value.

The sensitivity analysis indicates that CF has the greatest effect on sustainability performance (SP) with 100% normalized relative importance, followed by QL (75%), IS (61.5%), SF (57.3%) and SCI (46.7%).

The findings of this study have the potential to provide valuable guidance and insights that can help all manufacturing firms enhance their SP from the optimum combination of the selected SCQM practices with a focus on sustainability.

Soft total quality management (STQM) practices are essential for promoting value-added organizational citizenship behaviour (OCB) among employees in quality-focussed manufacturing firms. This study intends to investigate how STQM practices (empowerment, training, teamwork and involvement) affect OCB under the moderating influence of collectivism among employees for excellence in business performance using social exchange and social cognitive theories (SET-SCT).

A total of 245 useable surveys were gathered from manufacturers. Given the importance of the two-staged structural equation modelling–partial least squares–artificial neural networks (SEM-PLS-ANN) technique, this study used a two-staged SEM-PLS-ANN analysis to capture both linear and compensatory PLS models and nonlinear and noncompensatory ANN models.

The findings confirmed that empowerment, involvement and training had a significant impact on OCB. However, teamwork had no impact on OCB. Interestingly, collectivism was found to have a significant and positive moderating effect on training and OCB.

The study contributes significantly to the literature on TQM and human resource management. First, the study broadens researchers’ understanding of how to apply SET by including a collective value from SCT as positive reciprocity to foster positive workplace behaviour. Second, the authors offer a solid management strategy for organizations to assist them in understanding an STQM model that promotes OCB while including collectivism for superior business performance.

Enterprise resources planning (ERP) systems often produce intangible benefits and implementation problems related to social and human factors. Implementing an enterprise system in an organization is a complex process. ERP evaluation should treat the human and social effects and the broader organizational consequences. The interpretive approach adopted here by virtue of an in depth case study aims to provide an understanding of the context of ERP‐system implementation, the process over time of mutual influence between the system and its context, how political action takes place, and how cultural attitudes and values changed during the ERP implementation.

The collection of data rested on both interviews with staff at various levels of the subject organization and careful examination of available archived records.

The paper finds that ERP implementation improved business processes, communication, and the interaction between users and customers. Power issues are problematic to the success of the implementation. Understanding the values of individuals and groups, and managing the power balances, are requisite in the ERP implementation. This paper suggests that human‐resource management requires deep consideration in the implementation processes.

The paper makes a contribution by enhancing the understanding of ERP‐implementation context and the context's interaction with the implementation. This paper provides additional lessons that could be useful to organizations in evaluating ERP implementation.

Globalisation is generally defined as the “denationalisation of clusters of political, economic, and social activities” that destabilize the ability of the sovereign State to control activities on its territory, due to the rising need to find solutions for universal problems, like the pollution of the environment, on an international level. Globalisation is a complex, forceful legal and social process that take place within an integrated whole with out regard to geographical boundaries. Globalisation thus differs from international activities, which arise between and among States, and it differs from multinational activities that occur in more than one nation‐State. This does not mean that countries are not involved in the sociolegal dynamics that those transboundary process trigger. In a sense, the movements triggered by global processes promote greater economic interdependence among countries. Globalisation can be traced back to the depression preceding World War II and globalisation at that time included spreading of the capitalist economic system as a means of getting access to extended markets. The first step was to create sufficient export surplus to maintain full employment in the capitalist world and secondly establishing a globalized economy where the planet would be united in peace and wealth. The idea of interdependence among quite separate and distinct countries is a very important part of talks on globalisation and a significant side of today’s global political economy.

The power vacuum in Europe after World War II induced the United States and the Soviet Union to seek European allies against one another (an action that neorealists would describe as “external balancing”). The disparate geopolitical circumstances facing the two super powers were bound to have some effect on the types of alliances they sought. In the United States, many officials and legislators initially were reluctant to maintain a permanent military presence in Europe. They planned instead to help the West European states themselves acquire the wherewithal to sustain a viable balance against the Soviet Union. Not until after the outbreak of the Korean War in June 1950 did U.S. perceptions of the Soviet threat change enough to generate wide spread support for a huge increase in the U.S. military commitment to Western Europe. By that point, U.S. officials already sensed, from the Berlin crisis of 1948‐49, that the United States would need an extensive network of military bases in Western Europe if it wished to deter or rebuff Soviet probes on the continent. The increased deployment of U.S. troops and weapons in Europe from late 1950 on was geared toward that end, and was also intended to reassure the West Europeans of the strength of the U.S. commitment to their defense. That commitment had been nominally codified in April 1949 ‐ primarily at the West Europeans’ initiative ‐ with the establishment of the North Atlantic Treaty Organization (NATO), but it was not until the early 1950s, after the shock of Korea, that the United States began putting up the resources needed to fulfill its military obligations to NATO.