Management Decision: Volume 31 Issue 3

Testing Activity‐based Costing Relevance: Pharmaceutical Products Limited – A Case Study

Malcolm J. Morgan

Examines the recent debate concerning traditional versusactivity‐based approaches to management accounting information ingeneral and product costing/pricing decisions in…

Why Don’t You Use the Research?

Margaret P. Collingwood

Managers today, in looking for ways to manage their staffeffectively and to increase productivity, too often turn to the latest“management tool” or technique as the panacea to all…

Low Tech Innovation: Resurveying the Basic Meaning of Innovation

Paul A. Herbig, Hugh Kramer

Most studies of innovation have a biased high tech slant to them.For an innovation to be considered of major importance it mustordinarily be a high tech innovation which advances…

Handling Consumer Complaint Information: Why and How?

V.‐W. Mitchell

A number of factors, including market competitiveness, the legalframework and increasing consumer expectations, are causing a focus oncustomer service of which complaint handling…

Erratum

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/03090599210012856. When citing the…

Critical Factors in Exploiting Technologies

John C. Groth

Technology offers great opportunities to firms. Successfullybringing the benefits of technology to market and realizing favourablereturns requires a careful balance and management…

The Power of Impression Management

Helga Drummond

Impressions are potentially decisive. Preferment often accrues toindividuals who succeed in creating “the right impression”,regardless of their competence or capacity for hard…

Managing Successful Turnarounds: Lessons from Global Companies

Peng S. Chan

Examines the key elements that are involved in managing successfulturnarounds. An analysis of the turnaround strategies of more than tenglobal companies revealed that these…

The Strategic Management of Change

Alexander Tulloch

Change should not occur in a vacuum, but should be part of thestrategic management process of an organization. In other words, changeshould be directed towards the achievement of…