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In this paper, we propose an understanding of what personnel professionals consume when they “adopt” black‐box management initiatives (Scarbrough, 1995; Wilson, 1992). Second, we explore the way in which professional associations and, hence, institutional actors pursue their own professional projects (Abbott, 1988) within a context of political legitimacies and illegitimacies. Thus, in a double move, we seek to explore the linkages between managerial methods used by institutions to increase their jurisdiction or their “authority to speak” (Foucault, 1972) and the processes of isomorphism.

Many commentators believe that we are racing into the age of Information Technology (IT). If in most cases the reality lags some way behind the image, it nevertheless remains the case that organisations are increasingly investing in, or considering investing in, a wide range of new high technologies. In manufacturing firms, for example, computerised numerically controlled machine tools are in widespread application, and robots, flexible manufacturing systems and computer‐aided design are no longer rare. A similar picture emerges with regard to office‐based technologies, such as management information and word processing systems, and within service‐oriented organisations where innovations include, for example, Electronic Point Of Sale (EPOS) in retailing and direct debit and credit transfer in banking.

In the considerable literature on the use of information systems in organisations there are occasional discussions of issues broadly relevant to the area of job redesign. Hedberg, for example, has pointed to the potential of such systems for facilitating organisational change, advocating what he termed ‘participative management information systems’. Attention has also been paid to the influence that computers and information systems have on different forms of employee participation (see for example Mumford and Sackman). But very few writers have specifically considered the impact of information systems on attempts at redesigning people's jobs. Of the few acknowledging the centrality of these systems, Wilkinson has stated that ‘a careful analysis and some redesign of the information systems … seems to be one of the most important aspects of redesigning jobs’, and Birchall in his statement that ‘information systems must make available all the data required for execution of decision‐making duties’, has intimated why this may be necessary. More recently Sime and Fitter have discussed the information needs of those responsible for making decisions, commenting that these needs are likely to change if decision‐making is devolved by job redesign exercises.

Purpose – The purpose of this research is to present the empirical findings from a case study in knowledge sharing with the aim of understanding knowledge sharing in a strategic context through a socio‐technical approach. Design/methodology/approach – Knowledge sharing facilitators and barriers were examined in a UK owned multinational engineering organisation. A total of 20 semi‐structured interviews were conducted and analysed using a combination of matrix and template analysis. Findings – The paper highlights leadership, organisational, and individual factors that are perceived to impact knowledge sharing. Furthermore, three sub‐factors: trust, individual motivation and geographical location, are discussed as double‐edged factors, i.e. their impact on knowledge sharing is complex in that they may act as both barriers and enablers. Research limitations/implications – The main limitation of this study is that it is conducted in a single organisational context. A second case study is currently being analysed to explore knowledge sharing in a different context within the same organisation. Practical implications – A balanced approach to knowledge management practices is emphasised where both technical and social aspects are taken into account. Originality/value – This paper provides important contributions. First, it emphasises the impact of strategic change on knowledge sharing as one aspect of the organisational knowledge management. Second, it frames knowledge sharing within a socio‐technical approach. Third, it provides us with empirical evidence through our use of case study in an organisational setting.

This paper reports on empirical work recently conducted about the use and effectiveness of HRM practices in small and medium sized enterprises (SMEs). A telephone survey was conducted with 100 senior managers of SMEs to ascertain their use of a range of human resource practices and the extent to which they had found those practices successful in aiding the achievement of company objectives. Additionally in‐depth interviews were conducted with senior managers from a further 22 SMEs. Findings suggest that there is considerable diversity amongst SMEs in relation to their use of HR practices. A model is provided that identifies the key criteria that underlie the adoption of HRM practices, and the implications of the model are discussed.

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.

Outlines a comprehensive taxonomy of modern manufacturing practices. Previous attempts have tended to be partial in coverage and to concentrate on performance issues, rather than explain the reasons why a particular practice may have been adopted. In order to overcome these problems, the new taxonomy categorizes manufacturing practices according to two dimensions: strategic emphasis and primary domain of application. Suggests 20 different categories of practice for a total of 87 practices. Supplements the taxonomy by a list of definitions which specify each of the practices identified. Considers practical implications of the taxonomy, as well as its limitations. Future research suggestions include using the taxonomy to provide the basis for systematic surveys of manufacturing, as well as closer examination of the links between companies’ manufacturing strategy and financial performance.

The purpose of this paper is to introduce an integrated three‐phase methodology for forecasting future competency requirements more effectively than existing methods.

The methodology is demonstrated with reference to empirical research conducted by the authors. The methodology consists of three phases: phase 1 – preliminary interviews, phase 2 – questionnaire, and phase 3 – critical incident technique interviews. Outputs from phases 1 and 2 are used to generate a framework through which to elicit future competency requirements during phase 3.

The empirical findings, although included, are incidental to the current paper; they serve solely to illustrate the methodology. As such, the development and demonstration of this methodology are the main “findings” of the paper.

Methodologies for forecasting future competency requirements should adopt structured integrated approaches to improve predictive accuracy.

The methodology is described in sufficient detail so as to enable its practical application by HR professionals and academic researchers alike. Both groups will find this methodology extremely useful.

The paper seeks to improve upon existing methods for forecasting future competency requirements. By addressing the limitations of existing methods, and also by merging previously independent approaches, it provides an innovative integrated methodology of significant value.

Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time (Cahier 25), the consequences on employees of such a reduction can be assessed; and relevant attitudes and aspirations better known.