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Article
Publication date: 1 June 1998

Andrew Mair

This article reviews Honda’s strategy to localize operations, organization and employment relations at Honda of the UK Manufacturing (HUM). The management literature describes…

4968

Abstract

This article reviews Honda’s strategy to localize operations, organization and employment relations at Honda of the UK Manufacturing (HUM). The management literature describes Honda as an unusually un‐bureaucratic company where individual initiative thrives. However, the production system and organization of work at HUM were found to be very tightly controlled, with little variety of work and individual initiative constrained within strict bounds. This may reflect the relative youth of the plant and the company’s strategy to embed its production system thoroughly before permitting change, or it may suggest that production work at Honda does not fit the usual characterization of the company in the literature. Local management has been given freedom to adapt certain aspects of the organization and employment relations framework to fit the British environment, but with no impact on the direct transfer of the production system.

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Employee Relations, vol. 20 no. 3
Type: Research Article
ISSN: 0142-5455

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Article
Publication date: 1 March 1994

Andrew Mair

Flexifactories, where the product made can be changed at low cost andquickly, constitute an important aspect of manufacturing flexibility.Examination of Honda flexifactories…

3289

Abstract

Flexifactories, where the product made can be changed at low cost and quickly, constitute an important aspect of manufacturing flexibility. Examination of Honda flexifactories worldwide reveals how models are changed over, the model mix altered, and whole factories switched to making new types of products. Flexifactories are logically operated as networks, constituting a bridge between the “micro” flexibility of people and machines and overall corporate flexibility, resulting in improved mass production. This is not to argue that the flexibility of flexifactories is without limit, nor that they do not contain their own rigidities. Further empirical and theoretical research is needed to compare the flexifactory model with previous models of optimal factory organization.

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International Journal of Operations & Production Management, vol. 14 no. 3
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 1 December 1949

In this article I propose to deal only with that legislation which is of a permanent nature and is not likely to be repealed or amended for at least some time to come. Ministry of…

33

Abstract

In this article I propose to deal only with that legislation which is of a permanent nature and is not likely to be repealed or amended for at least some time to come. Ministry of Food Orders such as those which deal with price controls will be ignored. Most legislation from the public health point of view is dealt with by the Food and Drugs Act, an Act which consolidated, with a few amendments, some of the legislation relating to foods, drugs, markets, slaughterhouses and knackers' yards. Section 9 of the Act makes it an offence for any person (a) to sell or offer or expose for sale or have in his possession for the purpose of sale or of preparation for sale, or (b) to deposit with or consign to any person for the sale or preparation for sale any food which is intended for but unfit for human consumption. It is a defence, however, to prove that the food in question was not intended for human consumption, or at the time it was fit for human consumption, or he did not know and could not, with reasonable diligence, have ascertained that it was unfit for human consumption. It does not matter whether the meat or other foodstuff was originally consigned by the Ministry of Food or purchased in the open market unless the butcher can avail himself of the special defences just mentioned. An authorised officer of the local authority, who is either the medical officer of health, sanitary inspector or veterinary inspector specially appointed for that purpose by the local authority, may, if such food appears to him to be unfit for food, remove it to be dealt with by any Justice of the Peace, and may then report the matter to the local authority, who may institute proceedings against that person. Every piece of meat or other article of foodstuff seized may be dealt with as a separate offence, and for each offence a penalty of £50 may be imposed. The butcher, therefore, if he has any meat, offal, or other foodstuff which he thinks may be diseased or otherwise unsound, should immediately withdraw it from sale and call in the local inspector. Butchers must be registered under Section 14 of the Food and Drugs Act, 1938 (not to be confused with a licence issued by the local Food Office), with the local authority, if they carry out on their premises the manufacture or preparation of sausages or potted, pressed, cooked or preserved foods. Failure to be registered renders the butcher liable to prosecution A point of interest arises in this connection. Does a butcher who boils down fat become a fat‐boiler and render his business to be classed as an offensive trade? Legally, he does, but in practice, unless he carries it on on a large scale, it is overlooked. A butcher should make himself familiar with the Imported Meat (Marking) Order, 1941, for any butcher who sells imported meat, as nearly every butcher does, makes himself liable to prosecution unless the following provisions are complied with. This Order prohibits the sale or exposure for sale of any imported (chilled or frozen) beef, mutton, lamb, pork, or edible offals, unless a label or ticket bearing the word “Imported” is affixed to every slab, tray or rail which contains such imported meat, so as to be visible to the purchaser. Where a butcher sends or delivers imported meat to another person, the requirements of this Order are complied with if the invoice or delivery note attached to or accompanying the meat has the word “Imported” marked on it. If the meat itself is clearly marked with the country of origin, e.g., New Zealand or Argentina, it is not necessary to specially label the meat, provided the purchaser is present in the shop at the time of the sale. The provisions of the Public Health (Preservatives, etc., in Food) Regulations, 1925–40, prohibit the use of any preservative or colouring matter in any article of food. However, it is provided by the first Schedule to these regulations that sausages or sausage meat may contain 450 parts per million of sulphur dioxide. Butchers whose premises are in Scotland are allowed, during the months of June, July, August and September, to put 450 parts per million of sulphur dioxide in minced meat. Where the article of food does contain preservative, it must bear a label stating that “these sausages, etc., contain preservative”; the letters being not less than ? in. in height, or there must be a notice in the shop to the effect that the sausages contain preservative.

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British Food Journal, vol. 51 no. 12
Type: Research Article
ISSN: 0007-070X

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Article
Publication date: 1 July 1995

Martin Fojt

The key to any successful organization must be its communication network. Bold statement, but is it true? It is, of course, a sweeping generalization and one with which anyone…

862

Abstract

The key to any successful organization must be its communication network. Bold statement, but is it true? It is, of course, a sweeping generalization and one with which anyone would have difficulty in picking an argument. One way to determine what is, and what is not, vital to your organization is by eliminating it from the equation and asking yourself where you would be without it. Do away with your communication system, apart from the most basic, and see what you are left with? If the answer is not a great deal, then you can hopefully appreciate the importance of what you have, and realize the attention it deserves. Taking things for granted is an all too common phenomenon. When developing new systems and new strategies, it is important to remember the existing systems so as not to ignore their development too. Distribution and logistics management is an area which is experiencing many changes and, because of this, it is important for the communication system to be first class.

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International Journal of Physical Distribution & Logistics Management, vol. 25 no. 7
Type: Research Article
ISSN: 0960-0035

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Article
Publication date: 1 May 1995

Martin Fojt

Facilities management is becoming a key issue in many organizations as change is, as Charles Handy et al. have recognized, the only way forward. Companies which remain…

215

Abstract

Facilities management is becoming a key issue in many organizations as change is, as Charles Handy et al. have recognized, the only way forward. Companies which remain stagnant eventually fall behind their competitors or have change enforced on them. The latter is obviously undesirable for many reasons owing to hastily planned measures which have probably not been properly thought through. This will have an obvious knock‐on effect to staff with potentially enormous strategic problems. Change is something we all have to get used to in order to progress and develop, and it is against this backdrop that the right type of facilities are needed to enhance the smooth transition of the change process. People normally associate change with an organization which is shrinking or off‐loading unwanted space and facilities which are no longer any use. This would probably be quite undesirable owing to the recession‐hit 1990s in which companies either have gone into liquidation or have made radical changes to meet the demands of the modern industrial era. But successful organizations also make radical cuts in staffing and facilities. Barclays Bank, for example, cut 2,000 branch jobs in the UK during 1994 while it increased its profits by 181 per cent to £1.86bn. This controversial strategy of cutting back on staffing levels and making better use of facilities while continuing to make huge profits is quite obviously a contentious one, as many organizations are looking for “smarter” ways of working. This entails examining alternative working practices to maximize the use of current facilities.

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Facilities, vol. 13 no. 5
Type: Research Article
ISSN: 0263-2772

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Article
Publication date: 1 May 1995

Martin Fojt

The key to any successful organization must be its communication network. Bold statement, but is it true? It is, of course, a sweeping generalization and one with which anyone…

799

Abstract

The key to any successful organization must be its communication network. Bold statement, but is it true? It is, of course, a sweeping generalization and one with which anyone would have difficulty in picking an argument. One way to determine what is, and what is not, vital to your organization is by eliminating it from the equation and asking yourself where you would be without it. Do away with your communication system, apart from the most basic, and see what you are left with? If the answer is not a great deal, then you can, it is hoped, appreciate the importance of what you have, and realize the attention it deserves. Taking things for granted is an all too common phenomenon.

Details

Logistics Information Management, vol. 8 no. 5
Type: Research Article
ISSN: 0957-6053

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Article
Publication date: 13 June 2016

Chunlei Wang, Zhaowen Duan and Larry Yu

This study aims to examine the development of a social enterprise in China’s tourism industry by analyzing the coevolution of the social entrepreneur and the social system.

5963

Abstract

Purpose

This study aims to examine the development of a social enterprise in China’s tourism industry by analyzing the coevolution of the social entrepreneur and the social system.

Design/methodology/approach

Purposeful sampling was used to select 1kg.org as a single-case study. Semistructured in-depth interviews of three informants were conducted to obtain organization-specific insights. Interview data were analyzed following structuration theory. Secondary data and interviews of other social entrepreneurs and experts were used to support the findings. Research findings were validated using triangulation and member-checking methods.

Findings

Because of the institutional environment, most nonprofit organizations in China do not have resource independence and clear legal identity. Meanwhile, social enterprise has emerged as a new organizational form with the objective of creating social value through profitable business operations.

Practical implications

Social enterprise is still in its infancy in China, particularly in the tourism field. This study reveals an innovative and sustainable model for nonprofit organizations in China facing institutional challenges and competitive funding environments. It provides recommendations to policymakers for improving mechanisms to increase social services through social enterprises.

Originality/value

This study proposes a new conceptual framework for studying social entrepreneurship by adapting structuration theory to address contemporary social and business issues.

Details

International Journal of Contemporary Hospitality Management, vol. 28 no. 6
Type: Research Article
ISSN: 0959-6119

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Publication date: 24 November 2021

Philippe Eiselein and Nikolay A. Dentchev

Purpose: This literature review aims to answer the calls for further exploration of scaling challenges and opportunities for social entrepreneurs (SEs). We address the scaling…

Abstract

Purpose: This literature review aims to answer the calls for further exploration of scaling challenges and opportunities for social entrepreneurs (SEs). We address the scaling issue of social entrepreneurship through the theoretical lens of sustainable business models. Methodology: This paper investigates, on a multilevel approach, 340 journal articles published in one of the 20 peer-reviewed journals in management, entrepreneurship, CSR, organizational behavior, and nonprofit. It also considers influential articles due to their relatively high citation count (i.e., more than 150 times) outside of those selected journals. This paper furthermore analyses in-depth 32 scaling articles. Findings: This study positions the topics of social entrepreneurship over the last decades, together with the six types of scaling strategies: scaling up, scaling down, scaling across, scaling deep, scaling out, and diversification. It also discusses 15 challenges related to the scaling efforts by SEs. It furthermore elaborates on potential leads for research and practice regarding scaling social impact. Social Implications: There are many pathways for SEs to increase their impact on society, even though it remains quite challenging to achieve for most. Understanding what possibilities or limitations apply to individual SEs is but a first step in developing the full potential of social entrepreneurship. Originality: This paper approaches scaling from three complementary levels of analysis, i.e., individual, organizational, and institutional. Thus we provide more clarity and a nuanced perspective on past and future research regarding scaling challenges and opportunities.

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Article
Publication date: 10 October 2024

Anna Lloyd, Joseph Lloyd Davies, Rebecca Semmens-Wheeler, Ali Isa Alfaraj, Domingo Gonzalez Naranjo and Kieran Breen

This study aims to explore the ethical challenges of managing the weight of psychiatric patients in the least restrictive manner in secure mental health settings and whether these…

50

Abstract

Purpose

This study aims to explore the ethical challenges of managing the weight of psychiatric patients in the least restrictive manner in secure mental health settings and whether these could be considered as a source of moral distress for health practitioners, which may be linked to staff burnout and ultimately lead to suboptimal patient care.

Design/methodology/approach

A qualitative semi-structured interview study design was used to explore the understanding, views and experiences of six staff members working on two medium-secure wards in a UK mental health hospital using an opportunity sampling technique and Interpretative Phenomenological Analysis.

Findings

Analysis of semi-structured interviews revealed a multitude of moral events that evoked feelings of frustration, powerlessness and anxiety related to the management of obesity in the least restrictive way, which is indicative of moral distress.

Research limitations/implications

Due to the small sample size and the qualitative nature of the research, the findings of this study are of explorative in nature. Further quantitative research would be required to establish a causative link between the ethical challenges associated with obesity management and staff’s moral distress.

Practical implications

Addressing the health-care professionals’ knowledge deficit on how to achieve the right balance in their duty of care through inclusion of bioethics into professional discussions and training could improve staff’s well-being and the organisation’s ethical climate.

Originality/value

To the best of the authors’ knowledge, this is the first qualitative work exploring the role of least restrictive practice in the challenges associated with health promotion within secure psychiatric settings, and the effect these challenges have on mental health staff.

Details

The Journal of Mental Health Training, Education and Practice, vol. 19 no. 6
Type: Research Article
ISSN: 1755-6228

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Book part
Publication date: 14 November 2017

Rick Colbourne

Indigenous entrepreneurship and hybrid venture creation represents a significant opportunity for Indigenous peoples to build vibrant Indigenous-led economies that support…

Abstract

Indigenous entrepreneurship and hybrid venture creation represents a significant opportunity for Indigenous peoples to build vibrant Indigenous-led economies that support sustainable economic development and well-being. It is a means by which they can assert their rights to design, develop and maintain Indigenous-centric political, economic and social systems and institutions. In order to develop an integrated and comprehensive understanding of the intersection between Indigenous entrepreneurship and hybrid ventures, this chapter adopts a case study approach to examining Indigenous entrepreneurship and the underlying global trends that have influenced the design, structure and mission of Indigenous hybrid ventures. The cases present how Indigenous entrepreneurial ventures are, first and foremost, hybrid ventures that are responsive to community needs, values, cultures and traditions. They demonstrate that Indigenous entrepreneurship and hybrid ventures are more successful when the rights of Indigenous peoples are addressed and when these initiatives are led by or engage Indigenous communities. The chapter concludes with a conceptual model that can be applied to generate insights into the complex interrelationships and interdependencies that influence the formation of Indigenous hybrid ventures and value creation strategies according to three dimensions: (i) the overarching dimension of indigeneity and Indigenous rights; (ii) indigenous community orientations and (iii) indigenous hybrid venture creation considerations.

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