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The author argues that we must stop and take a look at what our insistence on human labour as the basis of our society is doing to us, and begin to search for possible alternatives. We need the vision and the courage to aim for the highest level of technology attainable for the widest possible use in both industry and services. We need financial arrangements that will encourage people to invent themselves out of work. Our goal, the article argues, must be the reduction of human labour to the greatest extent possible, to free people for more enjoyable, creative, human activities.

3. The Local Authority and every officer of a Local Authority authorised in writing by the Authority shall enforce and execute this Part of these Regulations, and for this purpose shall make such enquiries and take such other steps as may seem to them or him to be necessary for securing the due observance of this Part of the Regulations in the district of the local authority.

This paper examines the historical means by which accountancy, as a mature profession, has sought to expand its practice to new areas of business. Accountancy has long been eager to satisfy perceived client needs, and in so doing foster an ever widening scope for accounting expertise. However, as the profession faces the end of a boom in audit services, the question of how its markets can be self‐consciously expanded has re‐emerged. To understand the dynamics of professional expansion we examine the way in which accountants attempted to develop their practice in the US industrial relations arena shortly after the Second World War, amid the charged industrial relations climate of the time. By examining professional discourse, as evidenced in practitioner journals, we explore accountants’ constructions of potential roles for themselves in this new field. The means by which the profession has redefined itself previously may be instructive as an element in the development of fresh markets for its services.

Handler's genealogy of postmodernism recounted in his address recognizes its origin in aesthetic disciplines and its somewhat viral transcription into social jurisprudence: “the postmodern concept of subversion developed first in language and literary theory, art, and architecture and then spread into politics and law” (1992a, p. 698). Although Handler's rejection of deconstruction stems from what he sees to be its political quiescence, its association with aesthetic critiques of modernism haunts his claims as one source of its essential conservatism. Aesthetic values, he implies, remain distant or distinct from pressing issues of political and social inequality.

This paper aims to examine the moderating effect of Industry 4.0 (I4.0) technologies on the relationship between socio-technical (ST) practices and workers' health, quality and productivity performance.

In this paper, 192 practitioners from different manufacturing firms adopting I4.0 technologies were surveyed, analyzed the collected data using multivariate techniques and discussed the results in light of ST theory.

Findings indicate that I4.0 moderates the relationship between ST practices and performance, to an extent and direction that varied according to the focus of the technologies and practices adopted.

The I4.0 movement has triggered changes in the work organization at unprecedented rates, impacting firms' social and technical aspects. This study bridges a gap in the literature concerning the integration of I4.0 technologies into manufacturing firms adopting ST practices, enabling the verification of the moderating effects on workers' performance. Although previous studies have investigated that relationship, the moderating effect of I4.0 on performance is still underexplored, characterizing an important contribution of this research.

Until recently UK universities have paid little attention to managing the personnel function. However, matters changed in the 1980s, and surveys at the beginning of the 1990s suggested that all institutions had established personnel departments. Discusses research recently completed in 14 universities. Finds that there is still considerable variation in the conduct of the personnel function, and that the boundaries of the personnel department and the roles played by personnel differ from one institution to the next. Suggests that much more thought remains to be given to the way that responsibility for human resource functions is devolved to heads of departments. Further, it suggests that while greater recognition may have been given to the importance of the human resource function within universities (and that it may be seen to have a more important role in strategic planning) this has not led necessarily to an increasing role for the personnel department as such.

This paper critically evaluates the political economy of Web3 and offers a neo-institutional model to explain qualitative observations of contemporary digital social movements. By starting to develop a sociological model of Web3 rooted in micro-organizational practices, including trust mediation and social coproduction, this paper re-evaluates assumptions of scarcity, economic value, and social belonging. It concludes by introducing a novel research program to study digital polycentric governance that focuses on community self-governance of digital common pool resources (DCPRs) and looks forward to empirical research using on-chain datasets from decentralized autonomous organizations (DAOs).

The purpose of this paper is to investigate the adoption of a market orientation (MO) coupled with implementation of just‐in‐time (JIT), total quality management (TQM), and agile improvement programs within manufacturing organizations from a macro perspective using systems theory as the theoretical underpinning. From a systems perspective, this research focuses on MO and its direct relationships with JIT, TQM, and agile manufacturing (AM) and subsequent impact on operational and logistics performance (LP).

Data were collected from 104 manufacturing managers, supervisors, and quality professionals and analyzed using a path analysis methodology.

MO directly and positively impacts JIT, TQM, and AM. JIT positively and directly impacts TQM which in turn positively and directly impacts AM. AM positively and directly impacts both organizational and LP.

Although the sample size is large enough to support path analysis, it is not of sufficient size to support structural equation modeling. This limitation precludes assessing the model as a whole. Direct and indirect effects are assessed, however.

Practitioners are provided with a framework for assessing the synergistic impact of combining a MO with operations improvement programs on organizational and LP.

A systems approach to assessing the impact of a combination of marketing and operations strategies is developed and tested.

I RECALL a seminar on the problems of teaching history where one speaker began by saying that until he was asked to prepare a paper, he had been cheerfully unaware any problems existed.