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1 – 10 of 197
Article
Publication date: 1 August 2003

Sandra Moffett, Rodney McAdam and Stephen Parkinson

The aim of this paper is to improve the understanding and inter‐relationship of both the people and technical aspects of knowledge management. Studies in knowledge…

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Abstract

The aim of this paper is to improve the understanding and inter‐relationship of both the people and technical aspects of knowledge management. Studies in knowledge management indicate that there can be an over‐emphasis on technology to the exclusion of adequate people/quality planning, or, strong people/quality programmes from a knowledge perspective, hindered by inadequate enabling technologies. Understanding of these issues in practice and academia is currently hindered by a paucity of systematic empirical research, addressing the relationship between the cultural and technological aspects of knowledge management. A survey questionnaire was constructed and tested via a pilot phase. The questionnaire was then distributed to over 1,000 organizations, across three industrial sectors. The findings indicate that a strong relationship exists between KM and other organizational factors, namely organizational culture and internal technical culture. Further analysis of these elements revealed that factors internal to the organization are impinged upon by macro‐environmental elements.

Details

Journal of Knowledge Management, vol. 7 no. 3
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 1 January 1998

Angela Chambers and Stephen Parkinson

Many companies pigeon‐hole marketing as a non‐value adding activity. But an auditing framework developed with 600 managers is putting marketing measurement on the senior…

Abstract

Many companies pigeon‐hole marketing as a non‐value adding activity. But an auditing framework developed with 600 managers is putting marketing measurement on the senior executive agenda. Users include First Direct, Sainsbury and SmithKline Beecham.

Details

Measuring Business Excellence, vol. 2 no. 1
Type: Research Article
ISSN: 1368-3047

Article
Publication date: 1 August 1993

Sandra Hogarth‐Scott and Stephen T. Parkinson

Changes in the European retailing marketplace are having an impacton relationships between retailers and their suppliers. Concentration ofsales to fewer, larger and more…

Abstract

Changes in the European retailing marketplace are having an impact on relationships between retailers and their suppliers. Concentration of sales to fewer, larger and more powerful retailers, the growth of own label brands, and the operational and marketing benefits of retailer information technology, all affect the relationship between retailers and their suppliers. These trends are seen at their most extreme in the UK market, which is seen by many as a model for the future of the rest of Europe. In this emerging trading environment, the issues of collaboration versus conflict, documented in research in retailing since the 1950s, take on a particular focus and importance. Looks at these issues from the perspective of 11 manufacturers, each of which deals with the same significant retailer in the UK. Examines the relevance of the constructs of power, conflict and co‐operation in the UK food channel from the supplier′s perspective; the manufacturer′s response to powerful buyers in the channel; and the impact of information technology on channel relationships. Concludes with recommendations to manufacturers on managing key accounts in the new environment.

Details

International Journal of Retail & Distribution Management, vol. 21 no. 8
Type: Research Article
ISSN: 0959-0552

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Article
Publication date: 1 April 1993

Sandra Hogarth‐Scott and Stephen T. Parkinson

Explores the marketing process of a large food retailer, based onin‐depth interviews with 106 senior managers. Finds that attitudestowards marketing are conflicting, that…

1158

Abstract

Explores the marketing process of a large food retailer, based on in‐depth interviews with 106 senior managers. Finds that attitudes towards marketing are conflicting, that the role is diffused into different functional areas within the organization, and that buyers are highly influential within the organization and play a key role. There are two parallel strands in the development of marketing within the organization. One is the growth of a corporate marketing department with responsibility for advertising, the purchase of market research, and corporate image in the marketplace. The lack of current influence of corporate marketing is reflected in the absence of a chief marketing executive (CME) on the main board. The other element is the role of the buyer and the trading departments. The trading department is found to be highly influential. Buying teams are the marketers in the company dealing with product selection, pricing, merchandising and promotion. Effective marketing depends on an integrated organizational effort. This is clearly not the case here. The study methodology sheds new light on the nature of strategic marketing planning in a large, complex organization.

Details

European Journal of Marketing, vol. 27 no. 3
Type: Research Article
ISSN: 0309-0566

Keywords

Article
Publication date: 22 February 2008

Martin Fojt, Stephen Parkinson, John Peters and Eric Sandelands

The purpose of this paper is to explore how a medium sized business has addressed what it has termed a “push‐pull” method of management and organization development, based…

1220

Abstract

Purpose

The purpose of this paper is to explore how a medium sized business has addressed what it has termed a “push‐pull” method of management and organization development, based around an action learning approach.

Design/methodology/approach

The paper sets out a methodology that other SMEs might look to replicate in their management and organizational development activities.

Findings

Fast‐track development through push‐pull ensures that staff are able to take on areas of enhanced responsibility as a firm grows – “pulling” them into expanded roles. Simultaneously, it develops an entrepreneurial “push” which develops the organization and thus creates expanded roles. This turns the talent management process somewhat on its head by enabling and expecting employees to drive their own fast‐track development. Alignment with business strategies is sought, but there is also a realization that strategies can be created and changed.

Research limitations/implications

The paper is descriptive and exploratory, focusing on a single organization, supported by a brief review of relevant literature.

Practical implications

Action learning programmes within SMEs can reinforce the “right” behaviour that is required to grow a firm and provide foundations for the people and organization to succeed.

Originality/value

Introduces the concept of the “push‐pull” method of management and organizational development, treating the two as linked and mutually supportive.

Details

Journal of Workplace Learning, vol. 20 no. 2
Type: Research Article
ISSN: 1366-5626

Keywords

Article
Publication date: 1 February 1996

Stephen Parkinson, Daragh O’Reilly, Malcolm Afferson, Peter Davey, Dilip Nathwani and Sharon Parker

Reviews recent literature on home‐based intravenous antibiotics services and reports on a clinical trial carried out in the UK. The UK trial is synthesized with the…

372

Abstract

Reviews recent literature on home‐based intravenous antibiotics services and reports on a clinical trial carried out in the UK. The UK trial is synthesized with the literature and an outline framework is offered for planning the launch of similar non‐inpatient services in the UK health care system.

Details

Marketing Intelligence & Planning, vol. 14 no. 1
Type: Research Article
ISSN: 0263-4503

Keywords

Article
Publication date: 20 March 2009

The purpose of this paper is to explore how a medium-size business has established a “push-pull” method of management and organizational development, based around an

1104

Abstract

Purpose

The purpose of this paper is to explore how a medium-size business has established a “push-pull” method of management and organizational development, based around an action-learning approach.

Design/methodology/approach

The paper sets out a method that other small to medium-sized enterprises “MEs” might emulate in their management and organizational-development initiatives.

Findings

The paper reveals that fast-track development through push-pull ensures that staff are able to take on greater responsibility as the firm grows — “pulling” them into expanded roles. This turns the talent-management process on its head by enabling and expecting employees to drive their own fast-track development. Alignment with business strategies is sought, but there is also a realization that strategies can be created and changed.

Practical implications

The paper argues that action-learning programs in SMEs can reinforce the “right” behavior that is required for a firm to grow, and provide the foundations for the people and organization to succeed.

Originality/value

The paper introduces the concept of the “push-pull” method of management and organizational development, treating the two as linked and mutually supportive.

Details

Human Resource Management International Digest, vol. 17 no. 2
Type: Research Article
ISSN: 0967-0734

Keywords

Article
Publication date: 1 June 1986

Malcolm Warner

To cope with changing market requirements firms have had to invest in advanced manufacturing systems. By combining the benefits of flexibility and specialisation, new…

Abstract

To cope with changing market requirements firms have had to invest in advanced manufacturing systems. By combining the benefits of flexibility and specialisation, new manufacturing systems have produced a shift in production with important implications for labour and product markets. These systems may lead to flexibility in organisation, management and labour, as well as technology. In order to cope with the relative shortage of skilled workers in the microelectronics industry, there is a need to expand training programmes and make them available on a massive scale. This is justified on economic and social grounds, as this shortage is increasing faster than the growth in technical sophistication.

Details

Employee Relations, vol. 8 no. 6
Type: Research Article
ISSN: 0142-5455

Keywords

Content available
Article
Publication date: 22 February 2008

Sara Cervai and Tauno Kekäle

280

Abstract

Details

Journal of Workplace Learning, vol. 20 no. 2
Type: Research Article
ISSN: 1366-5626

Article
Publication date: 5 October 2017

Joy Parkinson, Chris Dubelaar, Julia Carins, Stephen Holden, Fiona Newton and Melanie Pescud

The purpose of this paper is to focus on food consumption as part of the wicked problem of obesity. Specifically, the authors seek to explore the complex interplay between…

1736

Abstract

Purpose

The purpose of this paper is to focus on food consumption as part of the wicked problem of obesity. Specifically, the authors seek to explore the complex interplay between stakeholders such as food producers, marketers, health and medical practitioners and policymakers and their influence on the ways in which individuals consume food and also chart a course forward using a systems approach, social marketing techniques and social enterprise to develop solutions to effect change.

Design/methodology/approach

This is a conceptual paper that proposes the food system compass to understand the complex interplay between stakeholders.

Findings

This new tool will provide social marketers with an improved understanding of the complexity of interactions between stakeholders and outcomes and integrating the necessity for coordination within and across micro, meso, exo and macro levels of the system as well as across sectors, institutions and stakeholders.

Research limitations/implications

This is a conceptual paper and proposes the food system compass which offers a foundation for future research to expand upon.

Originality/value

This paper seeks to advance the theoretical base of social marketing by providing new insights into the trans-disciplinary and dynamic circumstances surrounding food consumption and obesity and highlights leverage points where joint actions can be facilitated with actors across and between micro, meso, exo and macro levels.

Details

Journal of Social Marketing, vol. 7 no. 4
Type: Research Article
ISSN: 2042-6763

Keywords

1 – 10 of 197