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The objective of the research is to identify and analyse the main barriers to new product development within small manufacturing companies.

The study has employed a longitudinal case‐study methodology, which has focused on data gathering from three manufacturing companies that have undertaken new product development activities in‐house. The detailed case‐study material has been derived from project documentation and interviews with personnel at various technical and managerial levels.

Three generic managerial issues that impinge on new product development are identified: the influence of a dominant owner/manager; a focus on time and cost ahead of other key factors; and a failure to understand the importance of product design.

Although the case studies are detailed, only three manufacturing companies are assessed. Future research should expand on the generic issues, increase the number of case‐study companies, and ideally include an assessment of new product development within small companies from outside of the UK.

In order to overcome some of the inevitable managerial limitations within small companies, new product development activities should seek to promote a more systematic approach to design. This may encompass formal design training for senior managers and the implementation of simple design tools, such as product design specifications.

Barriers to and opportunities for new product development within small manufacturing companies are neglected areas in terms of detailed research studies. The issues highlighted in this paper will help to inform managers, practitioners and policy makers who are engaged in enhancing the competitive advantage of “traditional” manufacturing companies.

Post‐industrial predictions of a rapid growth in new technology homeworking have gained widespread currency to become part of the conventional wisdom. However the evidence, including primary research material, suggests that the claims for new technology homeworking, both regarding its extent and its alleged benefits, have been considerably overestimated. In particular, new technology homeworking by itself does not appear to open up opportunities for women to improve their position in the labour market; the demographic changes predicted for the 1990s may provide a better bet. Nevertheless, there is a danger in assuming that all firms apply the same strategy when employing homeworkers; at least three different variations can be identified and this has important implications for personnel managers. The overestimation of new technology homeworking stands in stark contrast to traditional homeworking where the extent has been considerably underestimated. This marginalisation of traditional homeworking stems in large part from the distortion caused by the conceptual split between private and public realms. The failure to find evidence to support the growth of new technology homeworking leads to a consideration of how the arguments may better be considered as rhetoric designed to advance a certain set of ideas – in particular that set associated with “privatisation” as a political ideology.

Over the last two decades, internal communications has developed considerably as a sub‐discipline of public relations. Some of this growth is due to the desire of managers to bypass trade union influence in the workplace. Additionally, during the 1970s there was considerable dispute in some workplaces about who actually owned the right to communicate with employees. However, recent studies, including one by the author, have shown that good trade union channels are a considerable asset in the communication manager's repertoire. This paper considers some of the evidence for this view, highlights the need to be clear about the purpose of involvement and of participation at work and poses some practical questions for communicators.

As home‐based teleworking grows in the UK, more evidence is needed of how working from home shapes the employment relationship and the implications this may have for those line managers responsible for a home‐based workforce. The reported experiences of a sales team and their line managers at one large international drinks manufacturing company of teleworking during its first year of operation revealed the importance of developing understanding of the complex interface between the domains of work and home life. The findings suggest individual circumstances require close attention before implementing home‐based working with line managers recalibrating perceptions of the boundaries between home and work for positive employee relationships to develop within a new paradigm of “home‐work” relations.

This paper focuses on the possibilities of the long‐term development of flexible working as a work‐life policy, through understanding the power dynamics between the individual and the organisation. The study presents a framework which summarises the factors influencing the employee‐employer power dynamics, and leads us to the research questions. The methodology involves triangulation in case studies in two organisations based on surveys of representative samples in each organisation (n = 243 and n = 128) and interviews with the management. Findings support the long‐term development of employee‐friendly flexible working. There is a strong desire, and a lack of polarisation of attitudes, among employees for greater flexibility. Certain employee groups with stronger negotiating power have initiated the work‐life debate, but in doing so, they have increased the power of all employees through lowering ideological barriers, and creating knowledge of new possibilities and aspirations. Favourable external pressures and changing business needs also improve the position of employees.

The purpose of this study is to systematically analyze how homeworkers perceive, interpret and make sense of their situations in relation to work and leisure participation. Thus, this study examines the dynamics by which homeworkers struggle to manage leisure and work in their everyday lives, with a special emphasis on how they interpret and make sense of their leisure–work dilemmas.

Using the framework of a dynamic intersection of identity orientation and border-setting approach, this study analyzes qualitative data from semi-structured interviews with 13 young, home-based teleworkers in Shanghai.

Unlike the purpose of family-friendly employment policies, homeworkers who had striven for a better leisure life ended up with frustration and disappointment, regardless of their attempts at separate leisure–work borders or not. In contrast, the overwhelming work in a homeworking context paradoxically led to a more fulfilling and satisfying life for most who prioritized work over all else in life.

In the cases of home-based work or other flexible work policies that aim to make a better balance of work and life, public attention has been directed merely toward a debate of whether these policies lead to an enhanced quality of leisure life or an intensification of work intrusion. However, understanding the complexity of such emerging phenomenon requires a richer, more nuanced explanation. In this light, this qualitative study of homeworkers’ lived experiences is sociologically relevant for deciphering the relationship between leisure and work in the late-modern society that entails an evolving process of negotiating identities and situational variability.

There are no guarantees of anything in life except death and taxation and so in the meantime organisations must respond to the dynamic changes thrust upon them in order to ensure a means of survival and continuity. The last century saw many changes in work itself and the practice of work. The trend continues into this century where it is almost impossible to visualise how one will be working and in what areas. Yet one needs to have a vision of the future organisation and the future worker in order to begin to manage the necessary structural, technological and psychological changes involved. This paper explores aspects of the changing nature of work and some of the strategies organisations are using to help manage a more demanding (for leisure time and shorter/flexible working hours) worker. It will also examine the changing role of line managers as they attempt to manage the atypical worker and solicit their commitment. Implications and conclusions will highlight the challenges faced by organisations and their workers.