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This paper describes INSTRUCT, an interactive computer program which has been developed as a teaching aid for use within schools of librarianship and information science. The program demonstrates some of the techniques that have been suggested for implementing document retrieval systems in the future, and currently runs on a search file that comprises 6,004 documents from the Library and Information Science Abstracts database. INSTRUCT has facilities for natural language query processing, including the use of a stop‐word list, a stemming algorithm and a fuzzy‐matching routine that allows the automatic identification of a range of word variants; the provision of ranked output using automatic term weighting and a nearest‐neighbour searching procedure; and automatic relevance feedback using probabilistic relevance weights. The program is menu‐driven and can be used by searchers with little or no user training.

INSTRUCT is an interactive computer program illustrating some of the techniques which have been suggested for use in future text retrieval systems. The program is designed as a computerised teaching aid for students in schools of librarianship and information science. A previous paper has provided a general overview of the novel retrieval facilities provided by INSTRUCT. The present paper discusses the means by which these facilities have been implemented: in particular, detailed descriptions are given of the nearest‐neighbour search algorithm that underlies the string similarity and ranked output modules of the program, and of the term‐weighting schemes that are used. The paper concludes with a discussion of potential enhancements to the present program.

Amongst the library systems suppliers, BLCMP have been at the forefront of EDI developments: some of the first UK libraries to install EDI software were their BLS system users. Two of the early users, the libraries of Birmingham University and West London Institute here present accounts of their experiences so far. Implementation of EDI ordering via BLS is described, together with its performance and effects on the acquisitions process. At the time of writing, there are now 21 libraries and 16 suppliers using BLCMP's EDI facilities.

Test evaluates feasibility of CD‐ROM as document supply medium. The hypothesis goes like this. If document supply centres could cut the cost of filling requests for journal articles, and continue to charge the same price for their service, publishers of the journals could share in the resultant increase in profits. One way to cut costs, the hypothesis continues, may be to replace the labour‐intensive photocopying procedures currently practised at the supply centres with document delivery on CD‐ROM. The new technology could also enhance publisher/library relationships by improving the scope of service to library users.

The EDILIBE Project – Electronic Data Interchange for Libraries and Booksellers in Europe involved libraries and booksellers in Germany, Spain, the Netherlands, Italy and the UK. It was a project funded by the European Union as part of the European Libraries Programme and ran from April 1993 to December 1995. This paper discusses the current role of an acquisitions librarian and outlines the ways in which electronic data interchange (EDI) can be used to assist in the management of acquisitions infor mation. Practical experiences gained in implementing EDI standards and developing suitable software during the EDILIBE project are described.

This paper explores the dynamics of information‐ and knowledge‐based activities in one of the world’s leading foreign exchange banks and its development of an innovative online trading system. These activities are analyzed using the framework of “the knowing organization,” which postulates that learning and innovation in organizations result from managing holistically the activities of sensemaking, knowledge creation, and decision‐making (Choo, 1998, 2002). In sensemaking, project members at the bank were driven by their shared beliefs about the competition, customers and technology to enact the challenge of building an online dealing system. Knowledge creation focused on filling perceived gaps, and involved both expanding non‐traditional capabilities within the group and acquiring expertise from outside the group. Decision making at the enterprise level to approve the project was formal and procedural, while decision making at the operational level was open and entrepreneurial. As predicted by the model, the interactions between these activities were vital. The outcome of sensemaking provided the context for knowledge creation and decision making, while the results of knowledge creation provided expanded resources for decision making. The three sets of activities were integrated through strong leadership, group norms of trust and openness, and a set of shared vision and values.

Campus wide information systems (CWIS) are the newest development in the electronic campus, providing information on many aspects of campus life. This article gives a brief overview of CWIS development in the United Kingdom as at summer 1993. As yet there is no definitive CWIS, so a range of third generation systems were looked at in detail at the Universities of Birmingham, Bradford and Stirling. Within each, attention is given to differences in organisational policy, functionality, software and information provision. An appraisal of the specific case studies was undertaken both onsite and remotely via a national gateway. A comparison of the systems draws out features that should be available on an ideal CWIS. Future developments, including the advent of standards such as X.500 and Z39.50 and the adoption of common software, will lead to greater interaction between institutions. All of this coupled with the development of hypermedia and multimedia will ensure CWISs will become a powerful tool in the provision of information.

This telecommunications international business case study is the second in a series (A, B and C) of Vodafone cases.

This case is intended to be used in MBA graduate and undergraduate business courses in strategy, cross-cultural management and human resources.

This case examined organizational structures and human resource operating strategies of Vodafone Egypt from 2002 until 2007. Vodafone’s business model, how Vodafone addressed the differences in national culture between Britain and Egypt and how Vodafone fostered adoption of the Vodafone corporate culture are the main themes of this case. Further, this case examined business issues, products, processes and people systems that challenged Vodafone to grow quickly from zero local operations in 1998 to 4,000 employees and national mobile coverage in 2007.

The students who have used this case in the author’s classes have gained a clearer understanding of how international managers often have to develop a change culture and structure as a catalyst for firm growth in emerging markets. Adaptation to the local culture may not be an option for fast growth technology firms and may be ill-suited to meet corporate objectives.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 5: International Business.

Explores the burgeoning literature on HRM with the aim of assessing its distinctiveness in terms of the arguments expounded by Guest in 1989 in his article “Personnel Management and HRM: Can You Tell the Difference?”. Summarizes Guest’s article, drawing out his three main approaches; reviews each of the three themes in terms of later contributions to the subject; evaluates the distinctiveness of HRM in relation to the three approaches laid down by Guest; and, finally, raises some issues of discussion and conclusion on the distinctiveness of HRM, its efficiency claims and its effects on the practice of personnel management.

In both literature and policy documents, small and medium‐size enterprises (SMEs) are being advised to form networks as a route for acquiring the knowledge required to survive in rapidly changing and/or highly competitive markets. There is, however, only limited anecdotal evidence of the positive contribution that networks are a way of upgrading organisational learning and thereby enhancing the performance of small firms. Additionally, there appears to be minimal guidance available on how small firms might exploit networks as a route for improving their capabilities to acquire and utilise knowledge to enhance future performance. To acquire additional empirical data on these issues, a survey was undertaken to examine the learning style of small UK manufacturing firms participating in some form of cooperative relationship with other members of their market supply chain. Learning style in the survey was measured by seeking response to a scale which permits assessment of the degree to which the respondent firm is exhibiting a single‐ versus double‐loop learning style. A survey of small firms advisers to gain their view of the organisational competency was measured using a scale that identifies those areas of capability that have significant impact on the performance of small firms. Results indicate that firms involved in networks tend to adopt a double‐loop (or higher‐order) learning style, whereas non‐network firms mainly appear to be autonomous single‐loop learners. When compared with non‐network firms, respondent organisations who participate in networks tend to have a better developed, more formalised knowledge management system. Furthermore, small firm advisers perceive that the creation of a formalised knowledge management system is reflected by such firms exhibiting a higher level of organisational competence across some of the areas of marketing, HRM and information management. The implications of these findings are discussed in relation to how small firms might be assisted in becoming involved in learning networks as a path for improving their knowledge management capabilities. Some qualitative, illustrative examples of small business learning networks are provided. Additionally, proposals are presented on the need for further research.