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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb014404. When citing the article, please cite: James C. Johnson, Donald L. Borger, (1977), “Physical Distribution: Has It Reached Maturity?”, International Journal of Physical Distribution, Vol. 7 Iss: 5, pp. 283 - 293.

Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time (Cahier 25), the consequences on employees of such a reduction can be assessed; and relevant attitudes and aspirations better known.

In 1966, Professor Donald J. Bowersox mused that the acceptance of the physical distribution (logistics) concept was in “semi‐maturity”. The question then becomes—now, more than a decade later, has the concept of physical distribution reached maturity? Today, most senior executives at least recognise that physical distribution activities generally represent a significant expense item to their firms. While their respective views of the importance of physical distribution vary, most can empathise with this anonymous observation: “Line executives are a happily blessed race who radiate confidence and power. They stride confidently. They can develop a new pathway to greater profits by using decisive words and gestures. However, each line executive usually has one or more logisticians riding on his back. He knows that, at any moment, the logisticians may lean forward and whisper, “No, you can't do that”.”

Asserts that the domestic fast food industry is undergoing a transition from growth to maturity. As a result, companies are fending off a flattening sales curve by looking abroad, searching out new target markets, crowding the market with more units. One form of assistance involves the development of mathematical models capable of determining “best” new locations. Using results from a recent survey of franchise owners in the fast food industry, reactions to methods by which franchisees are compensated for encroachment by the franchisor in the context of mathematical location modelling are discussed. In general, franchisees expressed displeasure with the manner by which location models are applied to franchise systems to date.

Examines the relationship between selected strategies designed to enhance the response rate to a survey and uninformed response, or the tendency of respondents to deliberately “guess at” or otherwise answer survey questions when they lack sufficient knowledge or experience to provide an informed response. Uninformed response is one of several potential sources of response error, or error that results from inaccurate responses to survey questions, that trouble marketing researchers and others involved in survey research. Drawing on an often expressed concern that techniques designed to increase the overall response rate to a survey might negatively affect response quality in general (and uninformed response in particular), tests the effect of three response‐inducing techniques (monetary incentives, survey sponsorship, and type of appeal) on uninformed response in one particular survey. The findings suggest that monetary inducement and, depending on other characteristics of the survey design, sponsorship and type of appeal as well, do affect the level of uninformed response.

Resale price maintenance has been used as a management strategy for a long time. Even in the face of unfavorable court decisions, the concept, like a Phoenix, continues to rise from its ashes. Much evidence indicates a strong desire by some manufacturers to control their product's prices throughout a distribution channel. However, businesses must be careful not to overstep legal bounds in the implementation of an aggressive price policy. This article looks at resale price maintenance as a management technique and offers guidelines for the prospective marketer.

The purpose of this study is to review the landscape of empirical evidence on school leadership preparation and subsequent school-level effectiveness while conceptually exploring how societal transformations and educational changes shaped leadership development within the mainland of the People's Republic of China. Conceptually, this study is informed by Murphy and Vriesenga's (2006) comprehensive review of empirical work on leadership preparation, evaluative work on the pathway from preparation to school-level practice (cf, the UECA taskforce on evaluating the effectiveness of leadership preparation; Orr & Kottkamp, 2003; Orr & Orphanos, 2011) and empirical literature on school improvement. Data come from extensive reviews of English and Chinese language articles, conference papers, doctoral and master's theses, and other reports of research on the preparation of school leaders in Mainland China. Using a combination of inductive and deductive strategies, the lead author analyzed all selected sources using a three-pronged framework: who is being prepared for school leadership positions in China, by what design and delivery methods they are being prepared, and how well they are fulfilling leadership practices and expectations for which they are being prepared. The current analysis adds to the international knowledge base of the pathway between preparation and practice. It also highlights the importance of considering the cultural, social, and political context that shapes conceptions of leadership and the design and implementation of educational leadership preparation programs.

This study followed four novice principals in two urban school districts through one or two years of their leadership coaching experience. The purpose of this study was to determine principals’ perceived benefits of the coaching experience, principals’ beliefs regarding the most beneficial attributes of a coach, and the match between these findings and the core leadership practices that most dramatically impact student achievement.

This study followed four novice principals in two urban school districts through one or two years of their leadership coaching experience.

Principals in this study appeared to have had a successful coaching experience in part because of: the coach's knowledge of curriculum, schools, and districts; the practicality of the experience; and the coach's ability to collaborate and shape the thinking of principals without being authoritative or intrusive. Principals experienced success on the job as identified by the student achievement on state tests and their advancement to district principal leadership roles.

The focus of the coaching in this study appeared to be centered on the core leadership practices noted to have the most impact on student achievement. The results revealed that the skills sets and knowledge of a coach are critical to the coaching experience. The general effects of a coaching focus on core leadership practices may also play a significant part in principal success; however, more research is needed to make a full determination.