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In 1986 a study was carried out in a number of small companies in the UK that manufacture to customer requirements. The primary objective was to assess the relevance and importance to industry of ideas developed in earlier research at Lancaster University, relating the order quotation process to production and sales. However, in the course of the study a great deal was learnt about the industrial sectors examined.

Organised Crime is notoriously difficult to identify and measure, resulting in limited empirical evidence to inform policy makers and practitioners. The purpose of this paper is to explore the feasibility of identifying a greater number of organised crime offenders, currently captured but invisible, within existing national general crime databases.

All 2.1 million recorded offenders, captured over a four-year period on the UK Police National Computer, were filtered across three criteria associated with organised crime (co-offending, commission of specific offences, three years imprisonment or more). The 4,109 “organized crime” offenders, identified by the process, were compared with “general” and “serious” offender control groups across a variety of personal and demographic variables.

Organised crime prosecutions are not random but concentrate in specific geographic areas and constitute 0.2 per cent of the offender population. Offenders can be differentiated from general crime offenders on such measures as: diversity of nationality and ethnicity, onset age, offence type and criminal recidivism.

Using an offence-based methodology, rather than relying on offenders identified through police proactive investigations, can provide empirical information from existing data sets, across a diverse range of legislative areas and cultures. This allows academics to enhance their analysis of organised crime, generating richer evidence on which policy makers and practitioners can more effectively deliver preventative and disruptive tactics.

This is the first time an “offence based” methodology has been used to differentiate organised crime offenders from other offenders in a general crime database.

A Decision Support System (DSS), specifically designed to address the needs of small‐to medium‐sized make‐to‐order companies, is currently being developed. It includes two of the most important features in such a system. First, it aims to integrate the production and marketing functions within a firm. Second, it is a hierarchical system which addresses two decision levels – the customer‐enquiry stage and the job‐release stage. That part of the DSS developed for the job‐release stage is described. At this stage the aim of the system is to maintain low work‐in‐progress inventory levels whilst ensuring that all jobs are released in time to be delivered by their promised delivery dates. An approach which uses input/output control is proposed to achieve these objectives. The major advance of the proposed approach is its ability to control the total manufacturing lead times of jobs rather than just considering the shopfloor throughput time.

Current market forces, technological change, acquisition and merger mania, and the approach of 1992 and the European free market, are all imposing accelerating enforced career changes at a rate few top managers have experienced. There is thus a growing need for self‐assessment programmes to develop employees′ potential to match their organisations′ changing needs. In this context the value of “transition counselling” is examined.

Presents a new taxonomy for the non make‐to‐stock sector to enable a like‐with‐like comparison, arguing that existing taxonomies within the literature are inadequate for strategic research purposes. Presents empirical evidence which has been collected from 22 companies in three European countries – the UK, Denmark and The Netherlands. The data support the structure of the proposed new taxonomy and provide insights into competitive advantage and customisation issues in the non make‐to‐stock sector. Finally, two new labels for this sector of industry are proposed. “Versatile manufacturing company” is used to describe those manufacturers which are involved in a competitive bidding situation for every order which they receive, customisation by individual order. In contrast, the “Repeat business customiser” may only be in this position for the first of a series of similar orders from a particular customer, customisation by contract.

There is a growing interest on how critical perspectives can help us understand family businesses. Current literature suggests that critical reflection is needed in aspects such as conflict, fear, and emotions. In this chapter, we argue that the use of a critical perspective illuminates the intricate complexities of family business behavior and that a critical discussion around fear, which is conceptualized as both an inhibitor and a motivator for business, plays a significant role in the dark side of family business. To advance understanding, we review recent conversations that can help us understand better the role of fear; how does this impact on resilience? And, how do feelings and emotions impact family firms? In our review, we argue that perspectives that focus on specific tangible resources (e.g. financial) are limited to explain how families in business may deal with fear. A critical perspective suggests that three areas merit further attention: fear of failure, effects of failure, and the intersection between entrepreneurial learning and the effects of fear in the dark side of family businesses. By contextualizing critical approaches, we provide insight for researchers, policymakers, and those operating family businesses alike.

The pupose of this paper is twofold. First, to consider the cultural reception of recent developments in genetic technology and human reproduction, particularly in relation to the prospect of human cloning and the advent of the “designer human”; and second, to explore the ways in which public discussion of these developments presuppose and recast issues of diversity, difference and (in)equality.

The research draws upon UK print media sources (broadsheet and tabloid newspapers) over the past two decades to examine the ways in which cultural expectations concerning developments in reproductive technology are commonly expressed. It does not aim at a quantitative examination of the content of what was said; rather it seeks to explore how it was said and thus the discursive resources that were employed in doing so.

The paper suggests that images of “technology” function simultaneously as “mirrors of society”, providing a means for articulating and rhetorically rehearsing the various philosophical antinomies and moral conflicts that characterize social organization.

The paper adopts a novel approach to the question of diversity, difference and (in)equality by considering the “monsters” discursively associated with recent developments in genetic and reproductive technology as well as the “monstrous” forms of social organization that they foreshadow.

This empirical paper seeks to address the neglected work condition aspect of lean production (LP) implementation, specifically the relationship between LP and worker job stress.

The Karasek job stress model was used to link shopfloor practices to expected worker stress. The model incorporates the effects of job demands (physical and psychological), job control and social support. The study employs management and worker questionnaires, management interviews and structured plant tours. The response variable is total worker job stress – the sum of the physical and mental stress levels. The independent variable for the first question is the degree of lean implementation at the sites.

The results are based on 1,391 worker responses at 21 sites in the four UK industry sectors. About 11 tested practices are significantly related to stress and an unexpected non‐linear response of stress to lean implementation is identified. Results indicate that LP is not inherently stressful, with stress levels significantly related to management decisions in designing and operating LP systems.

The hypotheses tests shed light on the relationships between LP practices and job stress, and reveal a significant managerial influence on stress levels. The regression model shows the scale and significant lean practices of this influence, with the work practices explaining 30 percent of job stress variations. The stress reduction and stress control opportunities identified in the study show the potential for designing and operating effective lean systems while also controlling stress levels.

This is the first known multi‐industry empirical study of the relationship of job stress to a range of lean practices and to the degree of lean implementation.