Overall, computer models and simulations have a rather disappointing record within the management sciences as a tool for predicting the future. Social and market environments can be influenced by an overwhelming number of variables, and it is therefore difficult to use computer models to make...

Purpose of this paper ? The purpose of this investigation is to help establish: whether or not strong relationships between suppliers and customers improve performance; and if prescriptive frameworks on outsourcing radical innovations are dependent on industry...

Some evidence in the area of make-buy decisions for new technologies suggests that it is a good idea for a company to pursue a fairly rigorous ''make'' policy in the early days of a potentially disruptive innovation. Other studies prescribe exactly the opposite, promoting instead a ''buy''...

Purpose ? To determine whether or not clockspeed is an important variable in outsourcing strategies throughout the development of radical innovations. Design/methodology/approach ? An internet-based survey of manufacturing firms from all over the world. Findings ? An industry's clockspeed does...

The complex issues faced by management researchers can be described in many ways. However, this richness and variety can lead to a confusion of language. The paper confronts this issue by discussing the manner in which complex management concepts can be represented and approached. It proposes...

John Mills is one of Britain’s most stimulating economic thinkers. Unusually, he has many decades of practical business experience and is also more commonly associated with the political left than the right. It is therefore an immense pleasure to engage with him on some of the most important...

In the context of business processes, it is argued that whilst the operate-processes create competitive advantage, it is the manage-processes, which ensure that competitive advantage is sustained. There are now several frameworks for performance measurement and benchmarking but none of these...

It is a management truism that you cannot manage what you cannot measure. Tomanage knowledge effectively organisations need to understand how to measure theirknowledge management performance against organisational goals.The case study organisation has developed a balanced scorecard, which is...