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The PMI Risk Framework (PRF) is introduced as a guide to classifying and identifying risks which can be the source of post-merger integration (PMI) failure — commonly referred to as “culture clash.” To provide managers with actionably insight, PRF dissects PMI risk into specific relationship-oriented phenomena, critical to outcomes and which should be addressed during PMI. This framework is a conceptual and theory-grounded integration of numerous perspectives, such as organizational psychology, group dynamics, social networks, transformational change, and nonlinear dynamics. These concepts are unified and can be acted upon by integration managers. Literary resources for further exploration into the underlying aspects of the framework are provided. The PRF places emphasis on critical facets of PMI, particularly those which are relational in nature, pose an exceptionally high degree of risk, and are recurrent sources of PMI failure. The chapter delves into relationship-oriented points of failure that managers face when overseeing PMI by introducing a relationship-based, PMI risk framework. Managers are often not fully cognizant of these risks, thus fail to manage them judiciously. These risks do not naturally abide by common scholarly classifications and cross disciplinary boundaries; they do not go unrecognized by scholars, but until the introduction of PRF the risks have not been assimilated into a unifying framework. This chapter presents a model of PMI risk by differentiating and specifying numerous types of underlying human-relationship-oriented risks, rather than considering PMI cultural conflict as a monolithic construct.

Purpose: Due to the developmental nature of autism, which is often diagnosed in preschool or elementary school-aged children, non-autistic parents of autistic children typically play a prominent role in autism advocacy. However, as autistic children become adults and adult diagnoses of autism continue to rise, autistic adults have played a more prominent role in advocacy. The purpose of this chapter is to explore the histories of adult and non-autistic parent advocacy in the United States and to examine the points of divergence and convergence.

Approach: Because of their different perspectives and experiences, advocacy by autistic adults and non-autistic parents can have distinctive goals and conflicting priorities. Therefore, the approach we take in the current chapter is a collaboration between an autistic adult and a non-autistic parent, both of whom are research scholars.

Findings: The authors explore the divergence of goals and discourse between autistic self-advocates and non-autistic parent advocates and offer three principles for building future alliances to bridge the divide between autistic adults and non-autistic parents.

Implications: The chapter ends with optimism that US national priorities can bridge previous gulfs, creating space for autistic adult and non-autistic parent advocates to work together in establishing policies and practices that improve life for autistic people and their families and communities.

Discusses feasibility, desirability and value of Japanese management strategies in a Western context. Major Japanese companies are at the leading edge in refining management strategies, techniques and styles, for example, with regard to having a long‐term perspective and the continuous improvement of quality, stock control, skill formation, communications, training and employee development. As possible models can these approaches be transferred to different cultures?

This paper signals departure from a theoretical perspective on organizational culture in mergers and acquisitions based on a binary opposition between coherence and pluralism. The paper aims to outline another, dialogic perspective on cultural transformations in mergers and acquisitions, based on an assumption that individuals occupy temporary positions in dynamic dialogue, negotiating equally transitory, but temporarily cohesive allegiances.

The dialogic perspective derives from a constructionist approach and involves ethnographic research methodology. It is developed to track the complex contests of interests in post‐merger pluralist cultures and to reconstruct their dynamics. While some events in the merger process contribute to cultural pluralism and contest of interest, others appear to render allegiance to cohesive cultural elements seductively appropriable.

Two situations are presented. The first poses a view of culture during mergers in which contest over meaning is central and whereby the representation of a cohesive organizational culture is appropriated for political purposes. The second situation illustrates cross‐cutting cultures in action, presenting the development of a “working culture” a notion based on flitting cross‐organizational allegiances in the interest of confronting a central team.

The paper contributes to critical work on organizational culture in merger integration. It points to the inseparability of binaries, the limits of cultural attribution and the tension instigated by the conflation of culture's “differences”. In closing, it points to a future direction with a relational emphasis to merger integration.

Presents a historical overview of the political and economic changes in Hungary. Emphasizes the implications for production/manufacturing management and corporate strategy. Discusses the current situation in Hungarian manufacturing industry and identifies the more strategic issues within the economic environment. Examines current production management practice, with case histories, and concludes with an assessment of the possibilities of introducing aspects of world‐class manufacturing into Hungarian industry.

Examines Just‐in‐Time (JIT) from its evolution as a Japanese concept through to a review of its philosophy and implementation. Cites several techniques of implementation. Includes a review of the early work of various researchers and practitioners. Concludes that JIT is a very effective manufacturing philosophy which is universal in nature encompassing all aspects of manufacturing. Suggests a few deficiencies in current literature.

Sets out to determine whether or not JIT methods are applicable to Australian manufacturers and if so, how they can be implemented successfully. Presents a brief review of the literature and highlights various definitions of JIT. Summarizes the aims and conclusions of 1980s research in Australian manufacturing. Examines the JIT experiences of 30 manufacturers, documenting programme details and the factors which contributed to their success. Offers recommendations for step‐by‐step JIT implementation in an Australian context.

Gives a critical review of the existing literature on just‐in‐time manufacturing. Suggests a relevant literature classification scheme, followed by subsections on each class and offers critical comments. Also identifies the possible research portfolios after an explanation of the gap existing between theory and practice.

Describes both MRPII and JIT, reviews their strengths and weaknesses, and investigates their potential complementary nature. Suggests a step‐by‐step implementation of MRPII/JIT integration. Shows that several technical problems are solvable, and that MRPII and JIT are suitable in many similar environments. Analyses justification of change using current and alternative accounting methods, and studies the implications of integration for methods of performance measurement. Suggests that JIT undermines traditional management accounting methods and demands non‐financial methods such as Activity‐Based Costing (ABC). However, also suggests that integrated schemes require major organizational and political change.

The privacy paradox refers to the situation where users of online services continue to disclose personal information even when they are concerned about their privacy. One recent study of Facebook users published in Internet Research concludes that laziness contributes to the privacy paradox. The purpose of this study is to challenge the laziness explanation. To do so, we adopt a cognitive dispositions perspective and examine how a person’s external locus of control influences the privacy paradox, beyond the trait of laziness.

A mixed method approach is adopted. We first develop a research model which hypothesises the moderating effects of both laziness and external locus of control on privacy issues. We quantitatively test the research model through a two-phase survey of 463 Facebook users using the Hayes PROCESS macro. We then conduct a qualitative study to verify and develop the findings from the quantitative phase.

The privacy paradox holds true. The findings confirm the significant influence of external locus of control on the privacy paradox. While our quantitative findings suggest laziness does not affect the association between privacy concerns and self-disclosure, our qualitative data does provide some support for the laziness explanation.

Our study extends existing research by showing that a person’s external locus of control provides a stronger explanation for the privacy paradox than the laziness perspective. As such, this study further reveals the boundary conditions on which the privacy paradox exists for some users of social networking sites, but not others. Our study also suggests cognitive dissonance coping strategies, which are largely absent in prior investigations, may influence the privacy paradox.