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Pay satisfaction is of vital concern to the individual employee, the individual employer, and, in turn, the entire economic structure. Although much research has been performed in the field of job satisfaction, very little research has been conducted in the field of pay satisfaction. The work that has been done indicates that, as we would expect, pay dissatisfaction leads to poor job performance, strikes, grievances, high turnover rates, job dissatisfaction, and mental disorders.

The question most frequently posed by organizational planners and company executives is, “How, when, where, and in what direction should our firm proceed to reach its desired goals and objectives?” The decision‐making mechanisms available to planners for selecting and ranking alternative projects are often overlooked and need constant review. To demonstrate these mechanisms we will examine three projects being considered by National Tobacco Company, a fictitious firm. The figures used to illustrate each of the evaluation mechanisms are for clarification purposes only.

Since the turn of the century management researchers, among others, have exhorted business firms to plan for their future. To us it seems obvious that the greater a firm's commitment to long‐range planning, the greater are its chances for survival and success. Most managers and executives “know” that this is so — they do not have to perform lengthy and costly research on planning to support so obvious a truism. Nonetheless, we did a research study of long‐range planning in the motor freight industry to find out whether long‐range planning is a necessity for every company in the industry. It also asks if there is a boundary condition that differentiates between those companies that must plan continually, plan occasionally, or not engage in long‐range planning at all. If there is such a boundary, what variables go into making it up? Are the variables controllable or uncontrollable? Can a model be devised that incorporates these variables? The answers to these questions can point the industry toward more efficient and effective use of its scarce resources.

This article is based on a chapter from the forth‐coming NASCP book by the authors titled, The Practice of Planning: Strategic, Administrative and Operational.

This article is based on a chapter from the forthcoming Van Nostrand Reinhold/NASCP book by the authors titled The Practice of Planning: Strategic, Administrative, Operational.

Any planner who tries to begin the planning process in a company speedily runs into negative attitudes, excuses, and foot dragging. This problem is so prevalent that one of the major tasks of a corporate planner is to understand this resistance and to find successful countermeasures. These countermeasures require planning knowledge, courage, a knowledge of psychology, and last but certainly not least, the ability to win top management support.

The prevailing view of modern theorists is that conflict is increasingly perceived as legitimate, inevitable, and even desirable under certain organizational and environmental conditions. Katz claims that without conflict a company would have few problems, hardly any stimulation, and little incentive for constructive effort. In fact, the organization would soon see its own dissolution! If this is true, then a dynamic and healthy organization must be in a state of continuous conflict of varying degrees. The purpose of this paper is to examine the constructive and destructive consequences of that organizational conflict.

Recent years have brought significant advances in research on behavioral ethics. However, research on ethical decision making is still in a nascent stage. Our objective in this paper is twofold: First, we argue that the practice of mindfulness may have significant positive effects on ethical decision making in organizations. More specifically, we will discuss the benefits of “reperceiving” – a meta-mechanism in the practice of mindfulness for ethical decision making and we provide an overview of mindfulness research pertaining to ethical decision making. Subsequently, we explore areas in which neuroscience research may inform research on ethics in organizations. We conclude that both neuroscience and mindfulness offer considerable promise to the field of ethical decision making.

Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange for Auto Parts procurement by GM, Ford, Daimler‐Chrysler and Renault‐Nissan. Provides many case studies with regards to the adoption of technology and describes seven chief technology officer characteristics. Discusses common errors when companies invest in technology and considers the probabilities of success. Provides 175 questions and answers to reinforce the concepts introduced. States that this substantial journal is aimed primarily at the present and potential chief technology officer to assist their survival and success in national and international markets.

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.