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The effective integration of on‐the‐job development with off‐the‐job training does not happen often, but when it does the effects can be dramatic. To realise this strategy one company, Kingsway, recognised a need to make a major investment in the development of managerial talent. A bold but essential strategic investment in management trainees to counter an earlier lower priority to management development is described. The effective link with a management centre (Sundridge Park) is explored, particularly in relation to securing learning while managing. The power of projects, as a development method and part of this partnership, is described with bottom‐line benefits in relation to achieving task goals and learning goals. It is shown that a partnership between an enlightened company and a progressive management centre can make such goals realistic.

This research explores perceptions of knowledge management processes held by managers and employees in a service industry. To date, empirical research on knowledge management in the service industry is sparse. This research seeks to examine absorptive capacity and its four capabilities of acquisition, assimilation, transformation and exploitation and their impact on effective knowledge management. All of these capabilities are strategies that enable external knowledge to be recognized, imported and integrated into, and further developed within the organization effectively. The research tests the relationships between absorptive capacity and effective knowledge management through analysis of quantitative data (n = 549) drawn from managers and employees in 35 residential aged care organizations in Western Australia. Responses were analysed using Partial Least Square-based Structural Equation Modelling. Additional analysis was conducted to assess if the job role (of manager or employee) and three industry context variables of profit motive, size of business and length of time the organization has been in business, impacted on the hypothesized relationships.

Structural model analysis examines the relationships between variables as hypothesized in the research framework. Analysis found that absorptive capacity and the four capabilities correlated significantly with effective knowledge management, with absorptive capacity explaining 56% of the total variability for effective knowledge management. Findings from this research also show that absorptive capacity and the four capabilities provide a useful framework for examining knowledge management in the service industry. Additionally, there were no significant differences in the perceptions held between managers and employees, nor between respondents in for-profit and not-for-profit organizations. Furthermore, the size of the organization and length of time the organization has been in business did not impact on absorptive capacity, the four capabilities and effective knowledge management.

The research considers implications for business in light of these findings. The role of managers in providing leadership across the knowledge management process was confirmed, as well as the importance of guiding routines and knowledge sharing throughout the organization. Further, the results indicate that within the participating organizations there are discernible differences in the way that some organizations manage their knowledge, compared to others. To achieve effective knowledge management, managers need to provide a supportive workplace culture, facilitate strong employee relationships, encourage employees to seek out new knowledge, continually engage in two-way communication with employees and provide up-to-date policies and procedures that guide employees in doing their work. The implementation of knowledge management strategies has also been shown in this research to enhance the delivery and quality of residential aged care.

The ability of investors, taxpayers and researchers to compare financial statements issued by hospitals, universities and other governmental agencies is affected by their understanding of current accounting and reporting rules. Publicly owned not-for-profit organizations report different financial results from those that are privately owned. This study looks at the historical events that brought about the accounting and reporting divergences, discusses the recognition and reporting differences, and explores the implications for statement users.

This paper reports results of a survey that examines user perceptions of alternate formats of the Statement of Cash Flows (SCF) mandated by the Governmental Accounting Standards Board (GASB) and the Financial Accounting Standards Board (FASB). The formats were compared using seven reporting issues. The findings indicate that users found the GASB SCF model to be superior to the FASB model for all issues. The study has implications for both standard-setting bodies. The GASB has already considered the results in developing a new reporting model for governmental entities. The FASB may at some point want to reconsider its SCF reporting requirements.

Despite some bad years in the 70s, the Swiss continue to remain relatively affluent in comparison with some of their western European neighbours. The retail sector still has problems, with retail sales down 4.3 per cent in 1982, though there has been some recovery this year. In this article Bryan Smith, who lives and works in Zurich, describes the achievements of three of the largest retail organisations in Switzerland — Migros, the Coops, and Denner; and then turns his attention to some of the larger regional shopping centres.

The process is reviewed by which the development needs of trainers in one organisation were established. A programme of workshops and related activities are shown to have met those needs. The model of learning need in the design is set out, and the processes necessary to ensure that a programme does not concentrate too much on one part of the learning cycle are discussed.

It is a truism that the vast majority of development takes place while a manager is carrying out the job. Also where any management training and development investment can be seen to affect the bottom‐line business results, then commitment at both an organizational and individual level can be more easily secured. Using work‐based projects for individuals and groups is an approach which can secure both bottom‐line payoff and effective learning transfer, while bringing about significant changes. Reviews the development of and experience in project‐based learning over several years at Sundridge Park. Offers and explores critical success factors together with experiences of project‐based learning with Volvo and ICI. Explains the issue of integrating learning with doing and makes links with action learning and career development. Also highlights the potential of information technology in capturing and retaining learning through projects.

In mulling over the articles in this issue on a walk to my village local it occurred to me that the theme of Women and Men Working Together might be further enriched by a contribution from mine hosts, Liz and Frank. Untypically they are business partners rather than husband and wife. How would some of the issues transfer to the confines of The Black Horse, where landlord and landlady probably spend more time in each other's company than do most business colleagues?