Search results

The inter‐organizational network is becoming an increasingly common form of organization. The majority of trade is carried out between organizations, rather than organizations and households. Many of these networks are concerned with the exchange of tangible goods. However, increasing numbers are concerned with the exchange of knowledge and all are dependent upon the role of knowledge in their activities. It is our assertion that with an understanding of the nature of knowledge, we may identify how, and why, certain network formations are adopted. It is asserted that links between organizations may be viewed as knowledge assets. The expression of multiple links within a corporate community may be regarded as a network of knowledge assets. From this conceptual framework, it may be possible to answer wider questions concerning the nature of networks established in the real world and how changes are wrought on a network over a period of time.

This paper presents a definition of mobile working. The paper looks at mobile and remote working and then the benefits are of these forms of working. It also outlines the limitations of mobile and remote working. The paper goes on to detail the type of mobile working used by Connexions (an organisation that formerly titled the Tyne and Wear Careers Service) what hardware and software are used by the company and how it is used. The paper concludes by identifying what the future holds for Connexions with this form of working. It argues that the staff expectations are not fully met by the technology now available.

Explores the author's experience working in the digital library field during his first year as a professional. The fluidity of contracts and titles is discussed, and the needs for improved IT skills, the involvement of librarians in digital content creation and closer collaboration between professionals in all sectors are all noted.

In an earlier study the author examined the impact of marketing on the UK clearing banks, and the satisfaction of their senior management with the results. In this subsequent study he examines the views of branch management and compares their perceptions with those of senior management.

Profiles the clearing banks' decision to introduce an apparently new managerial discipline (marketing) into their operations and how this may be regarded historically. Examines the organisational consequences, associated problems and levels of satisfaction with the introduction of marketing as perceived by the senior management of the UK clearing banks. Posits that, following the visits of senior executives to the USA in the early 1960s, banks became involved with marketing. States that there were early problems of acceptance by practising bankers, and this only resolved itself when academies in particular encouraged the study of services marketing. Gives details of the research study that involved the seven English clearing banks and says that this refers to the first phase only of the two phases. Predicts that if marketing is to contribute to the long‐term objectives of the banks and the mutual welfare of both banks and their customers, then it is imperative that its importance is understood and employed.

This paper presents results from an analysis of Large Scale Engineering (LSE) project process conducted within the ESPRIT 20876 project ‘eLSEwise’. The paper describes the LSE project processes, interfaces with business processes, the effects of the changing market place, and current process barriers. In searching how these barriers can be reduced or eliminated, the LSE industry information requirements and Information and Communications Technologies (ICT) requirements were explored.

Cray Valley Products Ltd have appointed Mr H. R. Crawford, director of export sales from 1st July 1987.

The marketing staff of several major banks now include an account manager. His essential task is the successful handling of a relationship with a corporate client over a period of time. He will have a sound technical understanding of banking, well‐developed social skills and an ability to work creatively on his own. Unlike the advertising account manager the emphasis of his work is likely to be placed on conforming to established procedures. He will have to operate on many different levels within his customer's organisation. His role is that of a team leader dependent on a whole cross‐section of his corporate resources for support. Three broad streams of research exist which can contribute to a deeper understanding of managing the corporate customer: research into the selling process itself, research into the marketing of services, and research into the major sale. A model in ten stages is suggested that can be used to describe an account manager's job. At each stage an objective/key task is defined, the particular responsibilities of the account manager, the tangible outcome and the skills needed. A second model comprising four stages in managing communications comprises the ideas “listen”, “champion”, “extract” and “display”.