Enlargement and the European employment strategy: turbulent times ahead?

The European Employment Strategy (EES) is set to remain centre stage as the EU embraces ten new member states. The evidence regarding the prospects of the accession countries meeting the increasingly explicit targets that the EES has set for the years up to 2010 does not yield a favourable prognosis.     

各行其道

巴塞尔新资本协议(Basel Ⅱ)将于2007年实施.它对企业的影响远比银行大得多.麦克·布鲁克斯解释了新协议的规则,并阐述了如何使企业不受银行(贷款人)执行新协议的影响.     

The Establishment and Enforcement of Codes

Information and communications technology (ICT) is now used more by non-IT professional end-users than by IT professionals. A survey of 125 London-based organisations found that the majority had instituted codes of conduct designed to govern the use of ICT by their employees. However, the primary purpose of adopting such codes was to ensure the security and efficient operation of the organisation's information systems rather than for wider ethical considerations. Hence, few of the codes of conduct addressed issues relating to the collection, storage and dissemination of data about individuals (personal data); this was especially the case with codes emanating from IT departments rather than senior management. In general, codes of conduct were found to be ineffective in influencing end-user behaviour in the organisations surveyed. Codes of conduct are a means by which organisations seek to exercise power, control and ownership, but their effectiveness is compromised by the nature of ICT itself as well as the attitudes of employees. The failure of well-publicised ethical policies to influence use of ICT by business studies students – the managers of tomorrow – suggests that these tensions are likely to remain unresolved.     

Environmental responsibility in SMEs: does it deliver competitive advantage?

Small and medium sized enterprises (SMEs) can gain a competitive advantage and create sustainable business by adopting environmental good practices. However, the perceptions of SMEs and their approach to environmental improvements suggest that there are some fundamental misunderstandings and difficulties in achieving this in practice. A questionnaire‐based study of SMEs and their responses to the current requirements of environmental good practice was carried out in South Yorkshire. Follow‐up interviews and factory visits were also carried out. The study aimed to assess the ability of SMEs to create a competitive advantage by adopting environmental good practice and making environmental improvements to their business. The main findings were that most organizations surveyed believed environmental issues to be issues affecting their business. However, the meeting of these requirements was seen as a cost that was not transferable to customers in terms of added benefits and few organizations could show that it led to a competitive advantage. Copyright © 2004 John Wiley & Sons, Ltd and ERP Environment.     

加速发展新兴市场的IC设计

电子工业正在经历一场大转型。从中国和印度到巴西和俄罗斯,一些大型新兴市场的经济高速发展,为电子产品的生产和消费都带来了根本性的转变。这些新市场的变革速度是惊人的。不少地方的发展速度远远超越了既有工业经济的发展速度。据道琼斯     

Local Political Leadership: Nordic Style

In a context where changes brought about by globalization and Europeanization, and where local governments increasingly operate in a governance mode, different countries place increasing stress on the importance of strong local leadership. This article reviews local political leadership in Denmark, Finland, Norway and Sweden. Outside of a few major (mainly capital) cities, local government in the Nordic area remains small scale and frequently rural, is strongly partisan, yet relies on a strong tradition of consensual, corporatist style of decision‐making. Furthermore, this social democratic consensus places a stress on the continued production and delivery of high quality welfare state services. This domestic environment produces a style of local leadership which is essentially collective in nature and in which the strong mayor concept is alien. The article reviews the experience of local political leadership in the four Nordic countries and concludes that, though there is some small country variation and without many examples of strong mayors, local political leaders play an important role, especially in managing and maintaining the consensual style of politics. Mondialisation et européanisation créent des changements qui, à l'instar des gouvernements locaux, opèrent de plus en plus selon un mode de gouvernance, poussant plusieurs pays à faire une place plus importante à une forte autorité locale. L'article étudie l'autorité politique locale au Danemark, en Finlande, en Norvège et en Suède. A l'exception de quelques rares grandes villes (essentiellement les capitales), un gouvernement local dans les pays nordiques garde une échelle réduite et souvent un caractère rural, tout en étant fortement partisan même s'il s'appuie sur une solide tradition décisionnelle consensuelle de type syndical. Par ailleurs, ce consensus social démocratique agit sur la poursuite et la qualité de la fourniture de prestations dans le cadre de l'État‐providence. Cet environnement national génère un style d'autorité locale de nature principalement collective, qui exclut toute notion de pouvoir propre au maire. L'article étudie les formes d'autorité politique locale dans les quatre pays scandinaves concluant que, malgré quelques légères variations nationales et la quasi‐absence de maires puissants, les leaders politiques locaux jouent un rôle important, en particulier dans la gestion et la préservation d'un style politique consensuel.     

Selecting managers for transformational change

This article draws on the findings of a recent empirical study into the experience of managing change in ‘high velocity’, transformational change contexts. It argues that, with increasing empowerment, notions of the singular, mandated change agent may have to be juxtaposed with the idea of change being managed by a more diverse, multifarious ‘cast of characters’. If this is the case, effectiveness in change management may increasingly rest on the development and application of a systematic methodology for assessing the suitability and capabilities to perform in a change role. However, on the basis of the evidence presented, it would appear that selection decisions are being made on a largely subjective and arbitrary basis, and this may be creating wrong or misguided assumptions about an individual's suitability to perform in a change agent role. Additionally, the initial evidence suggests that the process of selection may be open to manipulation by some individuals whose personal aims and goals in the change process are not necessarily congruent with those of the organisation. This in turn may pose an element of strategic risk to the overall change process. The article then discusses some of the theoretical and practical implications facing those with a responsibility for selecting and managing the change managers.     

The UK's monetarist experiment, 1979–1984

The paper provides an evaluation of the ‘monetarist experiment’ in the United Kingdom over the period 1979–1984. In the first half of the paper the distinctive character of the policies pursued in this period is outlined. In the second half, an econometric model, that of the National Institute of Economic and Social Research (version 7) is used to calculate the contribution of the policies and of the parallel world recession to the domestic recession and to the fall in inflation. The results, which are comparable with those reported in earlier studies, suggest that fiscal and monetary policy was responsible for about a third of the recession, more than can be attributed to the world recession. Comparatively little of the decline in inflation in this period is attributable to policy.     

Developing a distinctive consumer marketing organization

Marketing excellence is a key success factor in virtually any industry or company focused on consumer products or services. Defining what marketing excellence really means and how to mobilize the organization to achieve that goal, however, can be extremely challenging. This article examines the changing nature of the relationship between consumer and marketer and identifies the characteristics of excellent consumer marketing companies. While there is clearly no single right answer in designing marketing organizations, a number of companies in a variety of consumer industries have begun experimenting with promising results. While the solutions are different in each case, a number of common themes—including a clear linkage between strategy and marketing skills, seamless integration across the business system, and a clear marketing culture—are beginning to emerge.