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Work-integrated learning (WIL) poses legal, reputation, operational, strategic and financial risks for higher education providers (HEPs). The purpose of this paper is to explore how HEPs can manage five significant WIL risks involving intellectual property, student disability and medical conditions, the host organisation and the legal literacy of WIL practitioners.

This paper is a cross-institutional collaboration of WIL practitioners who explored risk management in WIL programmes. The case study is presented as a cross-case analysis to assist WIL stakeholders with evaluating their risk management frameworks. A description about the significance of the risk (in terms of causes and consequences), as well as practices to manage the risk, is presented under each of the five WIL risks.

WIL practitioners described a series of risk management practices in response to five significant risks in WIL programmes. Four themes underpinning these risk management practices – balance, collaboration, relationship management and resources – are conceptualised as characteristics that can serve as guiding principles for WIL stakeholders in risk management.

The findings can be applied by WIL stakeholders to evaluate and improve existing risk management frameworks, and to improve their legal literacy in relation to WIL. The study also demonstrates the capacity for collaborative research to address practice issues in WIL.

This is the first known study which employs a cross-institutional collaboration of WIL practitioners to contribute towards the body of knowledge examining risk management in WIL programmes.

The trend towards fewer and larger retail outlets, with the organisation centre often far away from the selling points; the doubling of the number of products sold in the last 10 years; the stagnation in turnover — all these have been the main forces behind the development of electronic data processing (and scanning in particular) in the retail trade. Europe hasn't been as quick off the mark as the USA in establishing itself in the scanning field, but all this is now changing. 1982 was the watershed, with Germany leading the way with 660 scanner PoS terminals in 73 self‐service stores. France comes next with 48 installations, followed by the UK with 42, Belgium with 39, 36 in the Netherlands, and 20 in Sweden. During 1982, too, almost 50% of the total number of systems now in place were installed. And in West Germany at least there's been no let up in 1983, with installations increasing by 71, to 144, and the number of scanner PoS terminals rising by 622, to 1,280. However, it wasn't just the large space users which were responsible for this surge forward: 35 of the 71 new installations were in supermarkets having a maximum of four checkouts. One computer company busy raking in the Deutschmarks, as well as Swiss Francs, pounds sterling, and some Scandinavian currencies, is the German based Nixdorf Computer. At a two‐day conference in Zurich, Axel Hass, Nixdorf's person in charge of sales for trade, restaurants and hotels, pointed out how, having made its name in the banking world from its inception in the 1950s, Nixdorf can now claim to be West Germany's market leader in laser‐scanning PoS systems, with 34% market share (equal to IBM here). Its number of installations worldwide has soared from 500 in 1975 to 14,000 in 1983, and in 1984 Nixdorf is confident this number will reach 25,000. Users now include German department and variety store groups, such as Karstadt, Dyckhoff and Kaufhof, the Spar voluntary chain, co‐ops, and Migros in Switzerland. But so far Nixdorf's push into the UK has been limited to a 50‐terminal system at the Calor Gas organisation, and an order for a non‐scanning system for a Scottish‐based retail chain. However, Nixdorf is obviously keen to make a deeper thrust into the UK and has set up a special group over here. The following two articles are based on papers presented at the Zurich conference. The first is a description of Nixdorf's first scanning exercise, for the German Rewe Group, which serves 7,930 independent outlets through 29 affiliated wholesalers. The second is a quite different and much smaller operation, for Mackay's whose headquarters are in Paisley in the west of Scotland. Nixdorf is providing a non‐scanning system for the company's 140 outlets scattered throughout the UK. Both the above operate out of retail units averaging under 3,000 sq m and demonstrate Nixdorf's flexibility, with its 8812/10 terminal system, to cater for the smaller as well as the larger retailer.

THIS title, abbreviated in current fashion to the initials M.S.T., is given to what Personnel Administration Ltd. describe as a new management technique which has been developed by their research and development division under its director, Mr. B. P. Smith. Its aim is to increase the productivity of workers, particularly semi‐skilled ones engaged on repetitive tasks. Since the company claim that M.S.T. is as significant an advance on work study as work study originally was on rate fixing, it plainly calls for examination by experts.

The communications industry faces a recruitment crisis. Despite the pivot to hybrid working and the ever-increasing number of young people opting to study the discipline, over half of recruiters in the public sector and three quarters of those recruiting for agencies struggle to fill vacancies. This chapter examines these trends from a radical feminist perspective, arguing the communications industry is squandering young, female talent by failing both new entrants and mothers returning to work after childbirth. This analysis is based on a series of surveys undertaken between 2020 and 2022 to examine the expectations and lived experience of women, and in particular communications students and mothers, working in or aspiring to work in the sector. Over 73% of the women surveyed had experienced gender-based discrimination and harassment, and 66% had been forced to choose between their careers and having a child. Of the young entrants to the profession surveyed, 88% believed becoming a mother would negatively impact their career, while 32% had experienced discrimination while undertaking their student placement. Analysis of these data indicates the sector faces a crisis of its own making by failing to provide a workplace culture worth working in. The chapter concludes only a direct challenge to male hegemony can redress the gender imbalance, free up talent to meet skills shortages and provide lasting change for women working in communications. It offers a series of recommendations for how professional bodies can address these issues and empower young women to achieve the career outcomes they deserve.

It has recently been argued that the use of external consultants is indicative of a crisis in personnel management. However, the use of consultants, of whatever type, has not been adequately explained for a number of reasons. The reasons underlying the increasing usage of external consultants by personnel is a form of defence, allowing it to shed some activities thereby strengthening its position within the organisation. To illustrate this argument the reasons for the growth in the use of a particular type of consultant by personnel – executive recruitment consultancies – are considered. The results reported draw on two major surveys. The first was directed at executive consultancies whereas the second was directed at corporate personnel directors in the Times 100 companies. Response rates of 42 per cent and 55 per cent were achieved.

Queen's Award for Pipeline Induction Heat. Pipeline Induction Heat Ltd of High Wycombe has been honoured with the 1985 Queen's Award for Export Achievement. The award has been granted to P.I.H. in recognition of substantial achievement in exporting high technology pipeline equipment to markets throughout Europe, the Middle East, Far East and Australia.

There is evidence to suggest that the use of external consultants is on the increase. It is also apparent that academic institutions are increasingly spawning units which provide research, advisory and training services to organisations. This development has been stimulated by the financial crises facing universities. Some of these new structures are designed to provide services to organisations based on their expertise in the management of human resources and organisational behaviour (OB). A complex mix of factors will determine the value of such units to client organisations. This article attempts to increase our insight into these factors on the basis of contributions to the literature on organisational interventions and a review of projects carried out by the unit which the author directs.

On the basis of studies of 35 personnel managers who had introduced computerisation and a detailed comprehensive case study of the introduction of computerisation into the personnel function, the factors that differentiate adoptors into the categories of “Stars”, “Radicals”, “Plodders” and “Beginners” are analysed. The critical role of the personnel manager in facilitating successful adoption, the role of the computer in changing the shape of the personnel function, its power and professionalisation are considered, and finally the challenges it will present for the personnel department in the future.

Reviews the available evidence on the use of human resource management consultants, and examines the findings from a study of their use in manufacturing in the North‐East of England. Also considers the following questions: What types of consultants are used and in what areas? How is the HRM consultant sourced, selected, managed and evaluated? What is their relationship with in‐house personnel departments? Concludes by considering the implications of the findings for the future role and status of the personnel function and identifies an agenda for further research. Suggests that the use of HRM consultants does not necessarily undermine the in‐house personnel function and under certain conditions may enhance its reputation.

The purpose of this paper is to learn more about logistics innovation processes and their implications for the focal organization as well as the supply chain, especially suppliers.

The empirical basis of the study is a longitudinal action research project that was triggered by the practical needs of new ways of handling material flows of a hospital. This approach made it possible to revisit theory on logistics innovation process.

Apart from the tangible benefits reported to the case hospital, five findings can be extracted from this study: the logistics innovation process model may include not just customers but also suppliers; logistics innovation in buyer‐supplier relations may serve as an alternative to outsourcing; logistics innovation processes are dynamic and may improve supplier partnerships; logistics innovations in the supply chain are as dependent on internal stakeholders as on external relationships; and logistics innovation process may start out as a dialectic, conflict ridden process and end up in a well‐ordered goal‐oriented teleological process.

In general, the study contributes to the knowledge base of innovation process in logistics that is still sparse although literature on innovation in many other disciplines is well‐developed. As this research is only one study highlighting a special context of a hospital, further studies on the dynamic logistics innovation processes and their implications for the relevant parties as well as the supply chain are needed. This study does not claim statistical generalizability of the findings but provides insight into complex organizational processes that, for example, surveys cannot.

The findings of the study have provided valuable insights into the process of a logistics innovation in an oriental healthcare supply chain context. The study is, however, still limited in disclosing end‐to‐end supply chain benefits including concrete performance improvements at the suppliers. Examining logistics innovation processes should result not only in the implementation of innovative processes, but also in improved supplier relations leading to improved financial results in the supply chain.

The paper adds to the knowledge of the dynamic processes of logistics innovation both downstream and upstream in a supply chain. It elaborates on an existing model by methodological triangulation in order to learn more about the qualities of actual processes and their implications for theory and practice.