Counting angels: a comparison of personnel and HR specialists

This article uses data from the 1998 Workplace Employee Relations Survey to explore the extent to which the characteristics and job‐related activities of specialists who use the title 'human resources' differ from those who use the title 'personnel'. The results demonstrate that specialists using the HR title are better qualified than those using the personnel title and they are more involved with strategic planning. Additionally, employee development is more likely to be included in strategic plans, and there is slightly greater evidence of devolution of responsibility to supervisors where the specialist uses the HR rather than the personnel title. Finally, several practices commonly associated with HRM, such as personality tests, attitude surveys and off‐the‐job training, are more likely to have been adopted in workplaces that have an HR specialist than in those that have a personnel specialist.     

Emerging Multinationals from Mid‐Range Economies: The Influence of Institutions and Factor Markets

This paper revisits and extends our earlier work (in 2005) in the pages of this journal. We argue that there is a need for more fine‐grained understanding of the country context along two dimensions: (1) institutional development and (2) infrastructure and factor market development. Specifically, we propose an enriched typology of emerging economies with a focus on mid‐range emerging economies, which are positioned between traditional emerging economies and newly developed economies. Then we examine new multinationals from these mid‐range emerging economies that have internationalized both regionally and globally. We outline directions for further research based on this typology in terms of (1) government influence, (2) resource orchestration, (3) market entry, and (4) corporate governance regarding the internationalization strategy of these emerging multinationals from mid‐range economies.     

Retraining the process of new product development: From “stages” models to a “blocks” framework

The traditional view of the process of new product development (NPD), which is often prescribed as a series of activity “stages”, is critically reviewed. A number of problems are identified with this and other approaches to NPD as accurate representations of the process, such as their concentration on intra‐firm aspects and their ordered and sequential structure. The paper argues for an alternative approach, based on variable “blocks” of NPD activities, which also takes account of external organizations' involvement in the process.     

Epistemological Foundations of Teaching and Learning through the Land-Grant System

Contemporary student learning styles are linked to foundational schools of philosophic thought about epistemology (the knowing process). For each learning style, strategies based on the philosophic principles are suggested for teaching adults through resident instruction and extension education. Looking ahead, the effectiveness of distance learning is examined in light of the epistemological perspectives.     

Costing efficiency at the central office of information (COI)

The move from vote‐funding to repayment created uncertainty for staff and managers in the Central Office of Information (COI). Financial systems that had been retrospective had to be replaced with systems that captured key numbers and enabled forecasts to be made and performance against targets to be measured.

COI has developed management accounting and unit costing in ways that have enabled the organization to meet targets and succeed as an Executive Agency and trading fund.     

Strategic Planning in Research and Technology Institutes

Research and Technology Institutes (RTIs) are today facing the challenges of restructuring. New demands are being placed upon them in an increasingly uncertain financial and innovation environment. This paper, which is based upon a review of nine of the most successful RTIs in Europe, North America and East Asia, provides a framework for assessing RTIs and understanding how RTIs need to function to meet user needs within the context of national systems of innovation. The paper suggests some simple tools for identifying and classifying user needs as well as for assessing the strengths and weaknesses of RTIs. It is argued that this type of analysis is a prerequisite for the strategic planning and management of such institutes. The paper points out some of the operational aspects of RTI management where improvement opportunities are often possible.     

An Analysis of Corporate Donations: United Kingdom Evidence

Drawing a framework from stakeholder theory, this study uses 1994 data drawn from 100 United Kingdom listed companies to test empirically whether the level of discretionary donations made by companies to charitable, social and political causes is related to four company-specific factors, namely leverage, company size, profitability and ownership structure. Consistent with our hypotheses, the results indicate that the decision to contribute funds to charities and other bodies is positively related to company size and profitability and negatively related to leverage. However, the study provides no support for the view that there is a link between discretionary donations and a company's ownership structure.     

JMS at 50: Trends over Time

We present an analysis of the articles published in the Journal of Management Studies since its inception to assess to what extent JMS has: maintained its leading international ranking; maintained its founding mission as a broad based management journal; and remained a broad based management journal compared to other general management journals. In terms of its impact factor and citations despite reaching a low point in 2001, we find that JMS today ranks higher than it has ever done throughout its 50‐year history. From our content analysis covering the life‐cycle of JMS, we find four areas have been the most frequently represented, although their relative importance varies between decades: Organizational Management/Behaviour, Strategy, Human Resource Management, and General Management, accounting for 67 per cent of articles published over the period. JMS has strengthened its international author distribution through the increase in authors from the EU especially; the period 2000–04 which saw the predominance of UK authors was an anomaly. There are marked differences between type of article and author country of origin. Our comparative analysis of the word networks between the journals JMS, AMJ, ASQ, and HRM shows that over each decade the papers in the first three normally form a single cluster, indicating that the words used in the papers in the different journals are similar, while papers from HRM often form an outlining group. Notably, in the early 2000s papers in JMS form a distinct cluster, with papers from HRM paralleling the anomaly identified in the content analysis. Overall, JMS has regained its distinctiveness as a broad‐based international management journal, not favouring any particular theoretical or empirical approach.