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This study was undertaken by William Keyser and Tim Sharpe of Metra Oxford Consulting Limited with the Oxford Centre for Management Studies, supported by the Midland Bank Limited and the Gatsby Charitable Foundation. The report is intended as a contribution to the national debate on manpower policy. It focusses on the way policies are administered and the degree to which they have the effects intended. It compares the way manpower policy is administered in Britain, West Germany and Sweden and suggests ways in which the effectiveness of the system could be increased. There is much in this report that is of interest, but we have selected chapter 2, Conclusions, to reproduce here. This gives a good summing up of the authors' recommendations and should encourage those interested in this field to study the report in full. Also of interest is what the report has to say about the role of the Manpower Services Commission—a topic on which there has been remarkably little comment in Britain. The conclusions below are derived by the authors from points argued in the chapters which follow, but are not a complete list of all that might be drawn. They are based on the notion that while Britain has many of the necessary components of successful manpower policies, their orientation is lacking in two respects: one is a set of declared national goals and the other is an operational system set up with the objective of meeting the needs of individuals.

Examines some of the quality initiatives occurring in the UK National Health Service. Contrasts quality practices in healthcare with TQM in industry and discusses the implications of adopting total quality in the NHS. Looks at current quality activity and discusses the key components to participative management and quantitative methods. Proposes a model for total quality in healthcare. Concludes that everyone be encouraged to make “breakthroughs” ‐ this means no one can be left out of the process.

This study took a sample of every traceable occupation which occurred in Britain in the six months 1 January to 30 June 1975. These findings were supplemented by a postal survey of 100 of the ‘top 400’ companies, to obtain a more general view of attitudes towards occupations — replies were obtained from about 40 companies.

The purpose of this paper is to critique the adequacy of efforts to capture the complexities of customer experience in a business-to-business (B2B) context using input–output measures. The paper introduces a strategic customer experience management framework to capture the complexity of B2B service interactions and discusses the value of outcomes-based measurement.

This is a theoretical paper that reviews extant literature related to B2B customer experience and asks fresh questions regarding B2B customer experience at a more strategic network level.

The paper offers a reconceptualisation of B2B customer experience, proposes a strategic customer experience management framework and outlines a future research agenda.

This paper is conceptual and seeks to raise questions surrounding the under-examined area of B2B customer experience. As a consequence, it has inevitable limitations resulting from the lack of empirical evidence to support the reconceptualisation.

Existing measures of customer experience are problematic when applied in a B2B (services) context. Rather than adopting input- and output-based measures, widely used in a business-to-consumer (B2C) context, a B2B context requires a more strategic approach to capturing and managing customer experience. Focussing on strategically important issues should generate opportunities for value co-creation and are more likely to involve outcomes-based measures.

Improving the understanding of customer experience in a B2B context should allow organisations to design better services and consequently enhance the experiences of their employees, their customers and other connected actors.

This paper critiques the current approach to measuring customer experience in a B2B context, drawing on contemporary ideas of value-in-use, outcomes-based measures and “Big Data” to offer potential solutions to the measurement problems identified.

Purpose: This introduction sets the stage for the book theme, “Emotions and Negativity,” by reviewing the early work on negative emotions and by discussing the impact of the COVID pandemic on people’s moods and emotions. It discusses how most of the chapters in this book were first presented as conference papers at the Twelfth International Conference on Emotions and Worklife (“Emonet XII”). It then highlights the key contributions from each of the chapters. Study Design/Methodology/Approach: This gives an overview of the organizational structure of the book and explains the four major parts of the book. It then relates each chapter to the theme of each part and discusses the key contributions of each chapter. Findings: The introduction concludes by observing that the chapters offer a variety of practical solutions to negative emotions that should be of use to both practitioners and academicians. Originality/Value: The chapters investigate underresearched topics, and thus make original and important new contributions. Although underresearched, the topics they explore have a major impact on people’s lives. Thus, these chapters add considerable value to the field.

A MIXED feeling seems to be present in the minds of members of Public Library Committees regarding the clause in the new Libraries Bill which gives local authorities the option of increasing the present limited rate of one penny to any amount up to a maximum total of twopence in the pound. In view of the fact that the extension of the rate can only be made at the discretion of local authorities, it is difficult to see what objections can be brought against it. One of the strongest arguments in favour of an extension of the penny rate limit is that about thirty library districts have varied the Acts by special legislation giving increased rating powers. When one realizes the demands made on Public Libraries at the present day, compared with those made upon them in 1855, when the penny rate was fixed, the suggested increase appears to be only reasonable.

This paper provides novel empirical evidence on the impact of bank internal organization structure characteristics on costs and productive efficiency. The specific internal organization characteristics examined include centralized versus decentralized 1) decision‐making, 2) service delivery systems, and 3) back‐office operations, e.g. accounting, computing, and advertising, among others. The analysis is conducted using average data drawn from a sample of 118 large US commercial banks for the years 1989 and 1990. The analysis reveals that centralized decision‐making tends to increase costs. Likewise, centralized service delivery systems either increase or have an insignificant impact on costs. In no case was it found that centralized service delivery systems reduce costs as is often envisioned by proponents of centralization. Centralized back‐office operations were found to reduce costs significantly and is consistent with the existence of scale economies in bank back‐office operations.

The purpose of this paper is to discuss recent developments in neuroscientific methods and demonstrate its potential for the service field. This work is a call to action for more service researchers to adopt promising and increasingly accessible neuro-tools that allow the service field to benefit from neuroscience theories and insights.

The paper synthesizes key literature from a variety of domains (e.g. neuroscience, consumer neuroscience and organizational neuroscience) to provide an in-depth background to start applying neuro-tools. Specifically, this paper outlines the most important neuro-tools today and discusses their theoretical and empirical value.

To date, the use of neuro-tools in the service field is limited. This is surprising given the great potential they hold to advance service research. To stimulate the use of neuro-tools in the service area, the authors provide a roadmap to enable neuroscientific service studies and conclude with a discussion on promising areas (e.g. service experience and servicescape) ripe for neuroscientific input.

The paper offers service researchers a starting point to understand the potential benefits of adopting the neuroscientific method and shows their complementarity with traditional service research methods like surveys, experiments and qualitative research. In addition, this paper may also help reviewers and editors to better assess the quality of neuro-studies in service.

The natural environment is facing unprecedented times owing to rising temperatures from carbon emissions, which travel-related industries contribute significantly towards. The recent global COVID-19 outbreak should be a wake-up call for the industry, as vulnerabilities have been laid bare. The current challenges should be used as a motivation to change the meaning of travel to support the global warming crisis. This paper aims emphasis that, by means of new stories, new values, beliefs and ultimately travel behaviours can be rewritten.

This study embraces a pragmatic approach to research. To ensure plausibility, credibility and relevance, the research carried out multi-disciplinary analysis of secondary data, information, knowledge and draws on current developing trends.

The travel community needs to take responsibility and start reducing its carbon footprint and as carbon neutrality is increasingly a global priority. Accordingly, this research considers potential future travel-related behaviours that could support more carbon-neutral travel. Significantly, it notes how the COVID-19 outbreak has offered insights into potential positive changes. To benefit from these changes, new stories for industry providers are necessary to encourage more carbon-neutral travel practices.

This paper offers timely and original discussions on the future of travel as a result of COVID-19 impacts. It draws on the power of storytelling as a means of achieving behavioural change in the travel community to support the challenge of climate change.