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Article
Publication date: 1 October 2006

Roger Palmer, David Croston, Andrew Garvey and Simon Mead

The purpose of this paper is to present a case study of strategy development and implementation for a food sector related non‐departmental public body. This is reviewed against a…

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Abstract

Purpose

The purpose of this paper is to present a case study of strategy development and implementation for a food sector related non‐departmental public body. This is reviewed against a well‐established model of change.

Design/methodology/approach

A single case study is appropriate where there is a unique example of practice. In this case a newly founded organisation defines and implements its strategy within the context of the English red meat sector.

Findings

The literature provides rather less guidance on strategy selection for not for profit organisations. The network model of strategy was implemented by EBLEX. Market research guided the selection of strategy and implementation involved in‐ and out‐sourcing, communication to stakeholders, project and process based management and the sharing of information and objectives. The need to deliver in the short term may inhibit longer‐term objectives by reducing flexibility and responsiveness. The ability to identify, recruit and retire network partners is a necessary capability. Having developed the organisation afresh, significant challenges lie ahead in generating growth and managing increasing complexity.

Research limitations/implications

A single case study is limited in the extent to which generalisations can be made. There is a need to confirm the emerging findings with additional cases in similar and different contexts. Building on this research, theoretical propositions can be derived to guide future work and to develop theory.

Practical implications

This case provides insight into the management and development of a non‐departmental public body.

Originality/value

This paper investigates a unique opportunity for research in this field.

Details

British Food Journal, vol. 108 no. 10
Type: Research Article
ISSN: 0007-070X

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Article
Publication date: 1 October 1908

Before leaving the subject of the relations of the Public Analyst to the Medical Officer of Health it is desirable to refer to a matter which sometimes gives rise to difficulties…

19

Abstract

Before leaving the subject of the relations of the Public Analyst to the Medical Officer of Health it is desirable to refer to a matter which sometimes gives rise to difficulties and to disagreements between the two officers. Apparently by a legal oversight the duty of looking after the water supply of a district is allotted to the Medical Officer—but there is nothing to show in what way and to what extent he is to be personally occupied in carrying out this task. It also happens that water is specifically excluded from the scope of the Sale of Food and Drugs Acts, and, in view of these circumstances, some Medical Officers have adopted the idea that their duties are not to be limited to administrative work in this connection, but that it is also incumbent on them to make the necessary analyses; while in other, and perhaps more frequent instances the local autherities, particularly in country districts, deliberately place that burden on the shoulders of the Medical Officer when arranging the conditions of his appointment.

Details

British Food Journal, vol. 10 no. 10
Type: Research Article
ISSN: 0007-070X

Available. Content available
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Publication date: 14 July 2006

Abstract

Details

The Hidden History of 9-11-2001
Type: Book
ISBN: 978-1-84950-408-9

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Book part
Publication date: 14 July 2006

Nafeez Mosaddeq Ahmed

Al-Qaeda is conventionally portrayed as a monolithic, hierarchical organization whose activities – coordinated by the network's leader Osama bin Laden – are the source of…

Abstract

Al-Qaeda is conventionally portrayed as a monolithic, hierarchical organization whose activities – coordinated by the network's leader Osama bin Laden – are the source of international terrorism today. Al-Qaeda is considered a radical tendency within the broader Islamist Salafi movement, legitimizing its terrorist operations as a global Islamist jihad against Western civilization. Al-Qaeda's terrorist activity today is considered, “blowback” from long finished CIA and western covert operations in Afghanistan.

The conventional wisdom is demonstrably false. After the Cold War, Western connections with al-Qaeda proliferated around the world, challenging mainstream conceptions of al-Qaeda's identity. Western covert operations and military – intelligence connections in strategic regions show that “al-Qaeda” is a network whose raison d’etre and modus operandi are inextricably embedded in a disturbing conglomerate of international Western diplomatic, financial, military and intelligence policies today. US, British, and Western power routinely manipulates al-Qaeda through a complex network of state-regional and human nodes. Such manipulation extended directly to the 9-11 hijackers, and thus to the events of 9-11 itself.11This paper advances an original argument based partially on research in Ahmed (2005), supplemented here with significant new data and analysis. Also see Ahmed (2002).

Details

The Hidden History of 9-11-2001
Type: Book
ISBN: 978-1-84950-408-9

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