Managing the environmental adaptation process in supplier–customer relationships

This paper details the results and managerial implications from four case studies, which examine how the environmental adaptation process (EAP) is managed within business‐to‐business relationships. The research uses models of supplier–customer interaction and inter‐organization cooperation in order to explore inter‐firm relationships and the process of adaptation. The research findings show that either party might pursue adaptations and also establishes features of the process itself as well as identifying factors that can facilitate or hinder the introduction of environmental changes. Arriving at a satisfactory outcome to the adaptation process can be determined by individual company and relationship characteristics, as well as the behaviour and experience of those managers involved in the process. Guidelines for the management of the process of environmental adaptation are proposed. Copyright © 2001 John Wiley & Sons, Ltd and ERP Environment     

Microelectronics in the Clothing Industry: Firm Strategy and the Skills Debate

This article examines the impact of CAD/CAM on the UK clothing industry. It questions the extent to which computerisation has led to a greater choice over production strategy and argues that upskilling has not occurred.     

Bridge over troubled waters? problems and opportunities in interfirm research collaboration

Effective interfirm collaboration is an incresingly significant factor in technological innovation. A wide and complex range of options exists within collabotative arrangements which affect the outcome and rewards for both partners. Firms are often unaware of the strategic implications of collaborative ventures. While some large firms may be invloved in strategic alliances at the corporate level in order to establish or maintain competitiveness, many remain unaware or unconvinced of the potential for the generation of innovations through collaborations with small, flexible, 'hi-tech” firms. the pace of change and the challenge of international competition threatens Western European firms with a 'technology gap' within a 'disorganized capitalist' setting. Various forms of interfirm cooperation within and across natinal boundaires may be important responses to such uncertainty and amy ultimately provide successful strategic remedies to the situation. This article presents the findings of a recently completed research project in which 27 pairs (mostly small/large) of collaborating, innovative firms were studied in order to examine the strategic and operational issues involued in interfirm research cooperation. Whilst highlighting the advantages of collaboration, and the potential problems for both the small and the large partner, we argue that the adoption of 'cooperative game' rules id vital for successful collaborative innovation. Additionally, we attempt to posit our findings within the current debate on organized/disorganized capitalism.     

Corruption: Where to Draw the Line?

Just what is corruption, and what should, or can, be done about it? The author is Head of the Management Centre at South Bank University, London.     

INPUTS,OUTPUTS AND PRODUCTIVITY CHANGE IN THE AUSTRALIAN SHEEP INDUSTRY

Tornqvist quantity indexes of output and input are computed for the period 1952/53 to 1976/77 from Australian Sheep Industry Survey data. The computation includes estimating the annual service flow from durable inputs. Total productivity in the sheep industry is estimated to have increased by 2.9 per cent per annum during this 25-year period. While the ratio of capital employed per unit of labour has increased, materials, services and livestock have been the inputs for which the quantity used has increased most rapidly. On the output side, there has been a move towards greater diversification with both crop and cattle enterprises on 'sheep properties' increasing in relative importance.     

Institutionalization of Tipping as a Source of Managerial Control

This paper explores, investigates and analyses the rationale, approach and outcomes of the attempts by management to control the behaviour of front–line service workers through the institutionalization of customer tipping. It presents evidence generated from an in–depth case study of a highly successful UK restaurant group to suggest that the management of tipping is a way of controlling the behaviour of front–line service workers. However, rather than view such control as purely exploitative and one–sided, it is argued that there is a degree of 'mutual instrumentality', in that the findings suggest that workers voluntarily and consciously submit to subjugation for purely instrumental benefits.