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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/09576069610129874. When citing the article, please cite: Udayan Nandkeolyar, Amrik S. Sohal, Graham Burt, (1996), “Computer-aided design system upgrade process: a case study”, Integrated Manufacturing Systems, Vol. 7 Iss: 5, pp. 60 - 71.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000001313. When citing the article, please cite: Amrik S. Sohal, Liz Ramsay, Danny Samson, (1993), “JIT Manufacturing: Industry Analysis and a Methodology for Implementation”, International Journal of Operations & Production Management, Vol. 13 Iss: 7, pp. 22 - 56.

This paper aims to examine a research model that links knowledge sharing enablers, processes and outcome dimensions in law enforcement in the United Arab Emirates (UAE). It attempts to examine the impact of knowledge self-efficacy and top management support on knowledge donating and collecting. It also attempts to examine the effect of these two aspects of knowledge sharing on firm innovation capability.

This study used a quantitative approach, with data collected by questionnaire from 685 police officers in a law enforcement agency in the UAE.

Knowledge self-efficacy and top management support have a positive impact on knowledge donating and collecting. Only knowledge collecting, however, had a positive effect on firm innovation capability.

The study has significant academic and practical implications. It supports a previous research model that links enablers, processes and outcomes of knowledge sharing, and confirms them in the context of law enforcement in the UAE. It could also help law enforcement agencies to promote a knowledge sharing culture to support innovation in the UAE.

The research model is likely to be particularly valuable in knowledge-intensive organizations such as the law enforcement sector. Knowledge sharing is often overlooked by organizations in the UAE because there has to date been little research in this field.

This article uses data collected from direct observations made during visits to over 20 Asian companies over a period of four years (1992‐1995) and discusses the culture and managerial approaches of companies located in Japan, South Korea, Singapore and Taiwan. The main objective of these visits was to provide the participants the opportunity to gain an appreciation of the management approaches of internationally competitive manufacturing companies located in Asia and to gain an understanding of “World Best Practice” for a range of manufacturing/quality management methods and technologies. In this paper we present our overall observations relating to such factors as mission and purpose, culture of the organisation and consistency of purpose and of management. The evidence suggests, for example, that Asian companies have a long‐term vision and mission which is focused on benefiting mankind and a dedication to developing the knowledge, skills and health of the general community as well as their employees.

This paper presents the results of a survey of senior and middle managers from the Southern Health Care Network in Victoria, Australia. The survey was conducted to determine whether IT is used as a strategic tool to meet competitive issues within the health care industry. A detailed interview was also conducted with the senior manager of information systems for the Southern Health Care Network. The research sought to identify the strategic IT issues facing the health care sector, whether IT was currently used as a source of competitive advantage within the network or by competitors, key factors for successful IT implementation and any impediments to taking full advantage of IT. The research identified a lack of understanding of IT options and potential benefits in this industry. It also determined that there was little or no awareness of the competitive advantage that could be achieved through IT. The role of IT within the network was found to be constrained at the level of providing a supporting infrastructure for users rather than one of being pivotal for organisational strategic advantage.

Examines the changing nature of the production manager’s job. To assess the current position, a survey was conducted on a sample of 600 production/operations managers in Australia. The results of the study indicate that there have been significant improvements in the production manager’s job. The study found that Australian production managers are well qualified, highly

Manufacturing organizations need to develop and maintain competitive advantage in an increasingly turbulent environment. To do this, manufacturing organizations need to rethink the way in which they manage their business. Are they prepared for the challenge? Analyses the role of Australian manufacturing managers at two levels – strategic and operational – and examines their personal characteristics. First presents some of the relevant normative literature followed by the results of survey. Finally, considers the implications for Human Resource managers in terms of their potential contributions to the change in the light of the survey findings.

Over the past few years considerable attention has been focused on the implementation and usage of SQC techniques and the need to increase awareness and knowledge of SQC has been highlighted by many authorities. The work reported here was part of a large research project carried out to investigate the barriers to acceptance of production management techniques in UK manufacturing industry and addresses the quality control/scrap problems faced by a small company manufacturing soft contact lenses. The case study demonstrates the benefits that can be gained, even when applied in a relatively simple manner, from using mean and range charts. The problems identified were those concerned with the manufacturing operations and the raw materials used and it was the use of SQC techniques which helped to identify these problems.

During the recent recession, Australian organizations have undergone major changes focused on improvement of organizational competitiveness. In Australian public sector organizations, strong government control, stringent legislation and powerful trade unions make it extremely challenging to bring about meaningful restructuring. Describes how successful reform and restructuring was implemented in the public transit system in New South Wales. In 1988, the State Transit Authority of New South Wales had 6,600 staff and incurred an operational loss of more than $70 million. Five years later, it had only 3,800 employees and in the financial year 1991‐92, returned a dividend to the government. Discusses the general management and human resource management strategies which were used successfully to implement change at the State Transit Authority of New South Wales.

Over the last decade, Australian organisations have embraced total quality management (TQM) as an effective management philosophy. However, a recent report indicated that there is little evidence of leading Australian researchers working on quality and related areas. Moreover, the perception is that whatever research has been done, it is fragmented and at a low level. In the light of this we conducted an extensive literature search on TQM materials. Our purpose was to provide a systematic analysis of the TQM articles published by the Australian researchers or in the context of Australian organisations. Our analysis led us to conclude that the research has been unbalanced, focusing mainly on case studies and empirical research. Further research is necessary to develop conceptual underpinning and analytical models based on large empirical studies.