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IN THE SAME WAY THAT AN INVALID DOES NOT BUY EVERY medicine in the chemist's shop, it is not necessary to include every item in a syllabus in a course of training. It isn't even necessary for the chemist to stock every kind of medicine, seeing that demand is very largely determined by a pattern of common ailments, many of which are passed from person to person, or are typical of a given social climate.

This chapter presents William (Bill) H. Carris's distinctive organizational design for a positive and practical model of 100% employee-governance in the movement toward 100% employee-ownership of the Carris Companies, a manufacturer of wood, plastic, and metal reels in six United States locations and one in Mexico. The positive approach in the redesigning of the Carris Companies’ corporate governance was distinguished by the commitment to teach employees the business, the one-person, one-vote provision, the discounted sale price, and a transparent accountable model for decision-making. Multiple theories of corporate governance and organizational design are applied within this case. The analysis suggests that the Carris Companies’ commitment to its positive design facilitated its adherence to its long-term vision of shared ownership and governance, independent of upturns or downturns in the industry and economy. Further, not only were these fundamental to organizational success, the efforts by the Carris Companies contribute to the growing fields of positive design and positive organizational scholarship.

Local governments are often forced to purchase expertise for non-recurring analyses, such as rate setting for water and sewer services, because it is not cost-effective for these governments to maintain such expertise in-house or because independent analyses are preferred by watch-dog agencies or mandated by state statutes. However, like many ostensibly value-neutral analytical studies, these studies inevitably entail policy choices of which elected policy makers may not be aware. External analysts may not be aware of idiosyncratic factors, and they apply boilerplate perspectives that may not be responsive to local preferences. These perspectives limit policy options, although they may appear to be value-neutral. Policy makers must take an active role in these analytical studies in order to ensure that local preferences and specific factors are considered. Citizen committees comprised of residents with the necessary expertise, or experts from local colleges and universities may be able to provide the necessary oversight.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

It has been suggested that “space and artifacts constitute systems of communication which organizations build up within themselves” (Gagliardi, 1992a, b, p. vi) and reflect the cultural life within that organization. This is a study of how the “landscape” of a public library (“Library X”), as an information retrieval system, relates to the values of the people who created it. The efforts here are geared towards understanding the physical instantiation of institutional culture and, more specifically, institutional values as they are reflected through the artifact.

The purpose of this paper is to explore the complexities in dashboard design process.

The authors chose case study research, following Benbasat et al. (2002) who argued that it is suitable for information system research, as researchers could perform the study in the organisation as a natural setting. As a result, the authors could learn and generate insights from practice. Another reason was mainly as the phenomenon being studied cannot be taken away from its context (Yin, 2003). In addition, through case study, the authors aim to achieve a deeper understanding and richer descriptions on the subject of research in a “real-world context” (Yin, 2012). In addition, it aims to understand the intricacy of the processes going on in the organisation by focusing more towards organisational rather than the technological issues (Benbasat et al., 1987).

Through research, the authors highlighted that it is important to align the dashboard design with the organisation’s visions and goals. This creates a more persuasive rationale for adoption amongst the users, as they could use the dashboard as a means to assist them in achieving the vision and goals of the organisation. More importantly, the analysis clearly indicates the need to consider the creation of a dashboard as a holistic exercise. The intricate processes of designing a dashboard are often underestimated. Instead of focusing into a specific aspect (such as user interface or functionality) of designing dashboards, the authors should look into the multi-faceted aspects in designing an effective dashboard.

This paper articulates the findings from a single case study. However, arguably, the results of this study are transferable to other entities responsible for designing business intelligence (BI) and business analytics dashboards. Research on dashboard design and the use of design thinking across different type organisations is currently ongoing to allow for cross-case analyses.

The study has determined that interdisciplinary and cross-functional group communications play a significant role in designing a dashboard. The ability to collaborate with “data owners”, would be dashboard users, managers of the technical infrastructure, and process owners leads to a workable and effective dashboard. In this sense, design thinking could be used and/or regarded as a holistic, creative and solutions-oriented framework.

With an increasing interest on BI and business analytics, dashboards have an increasingly pivotal role in providing a summary of data for business users. The literature review shows in designing a dashboard; there is much emphasis on the graphical user interface and in providing features and functionalities for the dashboards. This paper presents a case study outlining the key considerations of a team in charge of business analytics and dashboard creations for a university. Through the case study analysis, the authors explore the key aspects that influence a dashboard design and analyse the design processes using the concept of design thinking as the theoretical framework.

The usage of additive manufacturing (AM) technology in industries has reached up to 50 per cent as prototype or end-product. However, for AM products to be directly used as final products, AM product should be produced through advanced quality control process, which has a capability to be able to prove and reach their desire repeatability, reproducibility, reliability and preciseness. Therefore, there is a need to review quality-related research in terms of AM technology and guide AM industry in the future direction of AM development.

This paper overviews research progress regarding the QC in AM technology. The focus of the study is on manufacturing quality issues and needs that are to be developed and optimized, and further suggests ideas and directions toward the quality improvement for future AM technology. This paper is organized as follows. Section 2 starts by conducting a comprehensive review of the literature studies on progress of quality control, issues and challenges regarding quality improvement in seven different AM techniques. Next, Section 3 provides classification of the research findings, and lastly, Section 4 discusses the challenges and future trends.

This paper presents a review on quality control in seven different techniques in AM technology and provides detailed discussions in each quality process stage. Most of the AM techniques have a trend using in-situ sensors and cameras to acquire process data for real-time monitoring and quality analysis. Procedures such as extrusion-based processes (EBP) have further advanced in data analytics and predictive algorithms-based research regarding mechanical properties and optimal printing parameters. Moreover, compared to others, the material jetting progresses technique has advanced in a system integrated with closed-feedback loop, machine vision and image processing to minimize quality issues during printing process.

This paper is limited to reviewing of only seven techniques of AM technology, which includes photopolymer vat processes, material jetting processes, binder jetting processes, extrusion-based processes, powder bed fusion processes, directed energy deposition processes and sheet lamination processes. This paper would impact on the improvement of quality control in AM industries such as industrial, automotive, medical, aerospace and military production.

Additive manufacturing technology, in terms of quality control has yet to be reviewed.

IT IS disturbing to see, tucked away in the March issue of OST1 newsletter, the first intimation of a reduction in the osti grant to Aslib for the three‐year period 1972–74.