Generic products are purchased by price‐conscious, careful shoppers, who are not, however, willing to accept a lower quality and limited selection of non‐brand names in supermarkets. The behavioural differences between generic product users vs. non‐users are compared in the New England...

The hypothesis that broadly defined managerial functions can be subdivided on the basis of their members′ internal and external task orientations, and that the resulting subfunctions are, respectively, predominantly “adaptive” or “innovative” in terms of Kirton′s...

The experience is reported of a recent study tour of US companies which are known for their outstanding levels of customer service. A umber of themes for success are highlighted which relate to human resource issues, operational considerations and marketing, together with some of the performance...

Culture is an overarching phenomenon that helps individuals make sense of their world. However, culture is not an unchanging “given.” Members of a society actively create culture and, through their activities and interactions, sustain or change this culture. In an organizational setting,...

When they arrived in the New World the English Puritans expected to pursue justice by using the Bible and discretionary justice. Because they left England, in part, as an escape from a contemporary Sodom and Gomorrah, it is ironical that the discovery of sexual license in the New World forced...

Public concern regarding the United States′ competitive dilemma has forced both private‐and public‐sector organisations to critically re‐examine traditional accepted managerial techniques. This article presents a preliminary plan for implementing the managerial philosophy of Dr W....

The different types and characteristics of mergers and acquisitions are examined, and some defensive and offensive strategies and tactics explained. Reasons for mergers and takeovers are also dealt with. The article includes a glossary of terms, an example of a summary of Rights to Purchase for...

The Peters and Waterman framework of eight management principles, focused largely on organisational design issues, is used to examine differences between 19 “excellent” and 50 “non‐excellent” firms. Data from large United States manufacturers show that the “excellent” companies...