Purpose – The purpose of this paper is to determine the extent to which Canadian companies have embraced value‐based management (VBM) methods, identify the characteristics of these companies and of the executives responsible for the introduction of VBM in their organisations and assess the...

Purpose – This study aims to take a strategic approach to analyze how the US technical textile companies manage their business operations and to determine whether there are differences on competitive priorities between high‐ and low‐performing companies. Design/methodology/approach – A...

In our constant asking of questions in our organizations we use a combination of open and closed questions. This is generally done in a haphazard manner according to custom or spontaneity. Argues that research evidence suggests there are appropriate contexts and occasions for the use of either...

Managers frequently ask questions that may be sensitive or threatening. The answers that come back may be disingenuous, owing to social desirability bias which has two sub‐divisions: personality and item characteristics. The first refers to an overall tendency for an individual to respond in a...

Reports the results of a UK company survey on the strategic and operational autonomy of team leaders working on new product development (NPD). The data are based on returns from 194 manufacturing companies and were completed by either the director of R&D or a member of the board with overall...

This paper reports the results of a regional survey of exporting assistance and guidelines. It analyzes four major issues essential to the exporting process. Implications for managers are provided as well.

To minimize adverse consequences associated with expatriation, multinational companies need to identify the factors which facilitate (or impede) expatriate managers adjustment to a new environment. In this study, on the basis of their adjustment to four diverse aspects of life and work in...

Despite growing evidence that large UK organisations are increasingly incorporating the environment into corporate strategy, there continues to be considerable scepticism as to whether this is leading to any meaningful action to reduce industry’s environmental impact. One possible explanation...

In 1990/91, survey responses were gathered from 621 independent businesses located in Great Britain. A follow‐on telephone survey was conducted with 150 surviving firms in 1997. This survey gathered information surrounding the propensity of firms to export their goods or services abroad as...