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Points up the importance of developing people in organizations to enhance diversity.

Draws on two presentations to a conference on diversity at Middlesex University, London.

Highlights the role mentoring can play, first to achieve access to graduate-employment opportunities in the public sector and secondly to enable people to work together effectively and harmoniously in teams with greater respect through awareness and appreciation of difference.

Describes the public-sector diversity-mentoring scheme, the primary goal was to widen the pool of applicants to graduate-employment opportunities in the sector from ethnic minorities and working-class backgrounds.

Explains that, while respect is a common value shared by all, in one culture it may be experienced differently from in another and for teams to work harmoniously all members need to feel respected.

Shows how diversity is the key to better relationships and the flourishing of human potential.

The purpose of this paper is to consider the presence and consequences of functional overlap in organizational performance management (PM) systems.

This paper is speculative in that it considers the consequences of organizations applying multiple PM systems. Four widely‐used PM systems from various management perspectives are selected as proxies to demonstrate that overlap can occur across a broad array of extant PM systems. The content of the selected PM systems literature was used for analysis.

The analysis found evidence of substantial functional overlap among the selected PM systems. Significant niche overlap occurred in the functions: assisting strategy formulation and implementation processes; supporting strategic decision making; and facilitating strategic learning.

This study and its findings should help scholars to reframe their understanding of PM systems and let managers recognize and take action to optimize the benefits and costs of functional overlap.

The paper identifies functional overlap; a concept not explicitly addressed in the PM literature.

The purpose of this paper is to present a comparison between the traditional methods for the calculation of customer relationship performance and the modern metrics suggested by the current literature in business-to-business (B2B) markets using the Greek maritime shipping industry as an example.

The primary research was conducted in two phases: quantitative analysis of actual measurements and qualitative evaluation of the results. More specifically, in the first phase, the measures used were a collection of traditional and modern customer relationship management (CRM) metrics applied to actual historical data along with statistical data for actual customers of a company supplying services for maritime transportation of containers in the Greek international trade market. For the qualitative evaluation of these results, a semi-structured interview was carried out with seven “specialists/experts” in this business sector, who provided an assessment of the relative worth of each set of CRM measures.

The use of modern customer-centred metrics (Share and Size of Wallet, recency, frequency, monetary value) in the shipping sector of Greek industrial activity is the most profitable and efficient means of decision-making. The qualitative research showed that the customer-centred metrics were judged to be more effective and useful, as they provided a multi-dimensional and multi-layered picture of the current and future situation for the company and its customer base.

To ensure confidentiality of personal information, the research did not use, examine or evaluate the individualized data to preserve the anonymity of the survey sponsor and their specific customers.

This is the first study that examines the effectiveness of different types of CRM metrics in the B2B market, which has, until now, suffered a dearth of empirical studies in the field, especially in the context of national economies that face intense international trading problems and significant reductions in activity in their maritime shipping industry due to the economic recession.

Here's a three‐part blueprint for building processes for innovation—disruptive innovation—into your organization.

Our research is about the trade in material goods from Asia to Europe over this period, and its impact on Europe’s consumer and industrial cultures. It entails a comparative study of Europe’s East India Companies and the private trade from Asia over the period. The commodities trade was heavily dependent on private trade. The historiography to date has left a blind spot in this area, concentrating instead on corruption and malfeasance. Taking a global history approach we investigate the trade in specific consumer goods in many qualities and varieties that linked merchant communities and stimulated information flows. We set out how private trade functioned alongside and in connection with the various European East India companies; we investigate how this changed over time, how it drew on the Company infrastructure, and how it took the risks and developed new and niche markets for specific Asian commodities that the Companies could not sustain.

This paper aims to assess the utility of an approach to the design of multiple Balanced Scorecards within large/complex organisations, consider the relevance of “emergent strategising” in this kind of strategy implementation and explore project organisation and wider coordination issues that impact this type of work.

A “research-oriented – action research” approach has been adopted, comprising qualitative observations of an ongoing programme within a major organisation in the Middle East. The case is based on feedback obtained from key actors (participants, facilitators) and the analysis of documentation produced by the project.

Over four years, the project engaged directly with over 200 managers from the organisation’s 35 most senior management units. Its purpose was to align the strategic aims of each unit with those of the organisation and introduce a new form of strategic control. The paper shows that consensus-forming and creation of locally relevant strategic agendas can be usefully and successfully embedded in a large-scale strategic control and alignment programme. The paper notes the large resource implications and duration of such programmes, and the challenges of integrating the resulting processes with those already in place. The paper concludes that for the case organisation, the resource investment appears to have generated useful outcomes.

The project relates to a continuing programme within the client organisation that was not explicitly established before it started as an action-research activity. This has limited and constrained the quality of the information reported.

The scale of the project, the use of design methods that emphasis consensus forming and local relevance provide novel information and insights.

The purpose of this article is to survey and analyze current patterns of use in corporate settings of strategic management tools and techniques. The authors interview hundreds of corporate leaders to ascertain which tools executives say they find most effective.

In 1993, Bain & Company launched a multiyear research project to get the facts about management tool use. Over 12 years Bain assembled a global database of more than 7,000 respondents, including 960 this year. They supplement the survey with follow‐up interviews to probe the specifics of tool use in individual companies.

Companies are employing more tools, but they appear to be finding them less effective. Usage increased, yet the average overall satisfaction rating dropped. Another finding was that successful use of tools – and executives' willingness to use them – is influenced by the ability to measure and communicate resulting benefits.

This survey formerly was done annually and now is taken every other year.

Managers who promote tool fads undermine employees' confidence that they can create the change that is needed. Executives are better served by championing realistic strategic directions – and viewing the specific tools they use to get there as subordinate to the strategy.

Without satisfaction and usage data from companies that have adopted management tools, choosing and using them becomes a risky and potentially expensive gamble.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

He has been with the company, as personnel manager, since 1982. The new position of manager — customer services, will encompass spares and service, installation and commissioning, rebuild and refurbishing and customer training.