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As a developing discipline, corporate identity is still understood and valued differently in the various European countries. So the questions remain: What is corporate identity and how can it benefit a company? What is its role in internationalization, and whose identities are the best? Summarizes the fourth pan‐European study on the understanding and importance of corporate identity in multicultural market conditions.

The recently introduced collective effort model (CEM) enlightens from a theoretical point of view different facets of the relationship between individual and group performance. From a more practical point of view, the Productivity Measurement and Enhancement System (ProMES) can be seen as an ideal counterpart to the CEM. ProMES is a technique enabling work groups to improve their performance. The article aims to show how CEM and ProMES can be put together.

A ProMES implementation in an industrial setting is described. Moreover, ProMES effects are analyzed by assistance of the knowledge from the CEM.

It was found that the overall positive productivity effects of ProMES can be increased if a pay‐for‐performance‐system is added on. That is, feedback reports can easily serve for the implementation of a group compensation system. Therefore, the overall effectiveness score has to be taken into account.

The paper is a useful source of information for organizations looking to better their organizational performance through the implementation of CEM and ProMES.

Grid computing has often been heralded as the next logical step after the worldwide web. Users of grids can access dynamic resources such as computer storage and use the computing resources of computers under the umbrella of a virtual organisation. Although grid computing is often compared to the worldwide web, it is vastly more complex both in organisational and technical areas. This also extends into the area of security and incident response, where established academic computer security incident response teams (CSIRTs) face new challenges arising from the use of grids. This paper aims to outline some of the organisational and technical challenges encountered by the German academic CSIRT, DFN‐CERT while extending and adapting their services to grid environments during the D‐Grid project.

Most national research and education networks (NRENs) already have computer security incident response teams to respond to security incidents involving computers connected to the networks. This paper considers how one established NREN CSIRT is dealing with the new challenges arising from grid computing.

The paper finds that D‐Grid Initiative is an ongoing project and the establishment of CSIRT services for grids is still at an early stage. The establishment of communication channels to the various grid communities as well as gaining of knowledge about grid software has required DFN‐CERT to make changes even though the basic principles of CSIRT operation remain the same.

The D‐Grid project aims to establish a common grid infrastructure that can be used by other scientific domains. The project consists of six community projects and one integration project (DGI – D‐Grid Integration). The DGI project will develop the basic infrastructure, while the community projects will build on this infrastructure and enhance it for the specific needs of their research areas. At the initial stage of the DGI project, the idea of a central CSIRT for all grids in Germany was seen as an advantage over having a CSIRT for each grid project, which would have replicated efforts and thus wasted resources. This paper gives an overview about the organisational and technical challenges and experiences DFN‐CERT has encountered while setting up a CSIRT for the D‐Grid communities.

International harmonization of accounting standards and the move toward convergence have revived an increasing interest in the influence of culture in accounting and auditing. The growing number of countries adopting IFRS and the increasing acceptance of International Standards on Auditing (ISA) has further raised researchers’ attention. For example, more than 100 countries require or permit the use of IFRS, with more countries, such as Canada, India, and Korea, planning to adopt IFRS by 2011 (Deloitte Touche Tohmatsu, 2007; IASB, 2007a, 2007b). This move toward convergence is driven largely on assumptions and assertions based on enhancing international comparability of accounting and auditing information.

In this era of Industry 4.0, characterized by disruptive technologies, there is a need to identify and understand the role of the quality function in the excellence journey. Quality 4.0 refers to the digitalization of quality work in the context of Industry 4.0. As Quality 4.0 is a new concept, empirical research on the subject is extremely scant. Therefore, this study aims to identify and understand the criticality of the dimensions of Quality 4.0.

The present research identifies 12 axes (dimensions) of Quality 4.0 based on literature review and inputs from experts. The identified axes have been prioritized using the analytic hierarchy process (AHP) technique.

The study concludes that the 12 dimensions contribute to outcome indicators such as organizational performance, agility and sustainability. It further adds that though technology is vital for Quality 4.0, elements of traditional quality such as leadership, quality culture, customer focus, quality systems, compliance, competence, analytical thinking, data-driven decision making, etc. are mandatory for the transformation journey. In today's context except for a few matured organizations, others are even struggling to implement the traditional aspects of quality.

Cues to further research are provided which would help in the better understanding of Quality 4.0 and its role in the Industry 4.0 scenario.

This research would help the practitioners understand the determinants of Quality 4.0 system and their effects on organizational performance, agility and sustainability.

The present research work strives to throw light on the criticality of the dimensions of Quality 4.0, thereby contributing to theory building, especially given the paucity of literature in Quality 4.0.

The study aims to explore how concept stores (theoretically) differ from other experience-based retail formats, and hence, how they (practically) contribute to a diversified retail store portfolio.

Case study based on semi-structured, qualitative interviews with seven IKEA retail managers, three industry experts and 26 customers of IKEA concept stores in London and Stockholm.

The concept store represents a conceptual departure from other experiential store formats. It is neither fully experiential in the sense that it is not only about marketing communications nor is it sales or profit-focused. Its aim is to be an accessible touchpoint that reduces friction on a diversified customer journey with its value to the retail portfolio being that it attracts new and latent customers, mitigates existing inhibiting factors and drives them to other touchpoints.

Ideas about the different characteristics of new store formats and their potential to shape the customer experience are extended. New formats reflect innovation in retailing and are part of a retail portfolio which generates different customer expectations and determinants from traditional store formats which provide the customers' existing reference point.

The contributions of new formats should be evaluated in light of other existing formats in the portfolio and not isolated. This is particularly true when considering format cannibalisation and the potentially extended customer journey that arises when customers use traditional format stores and new concept format stores simultaneously.

Previous research, using sales metrics and market-based results as performance determinants, suggests negative outcomes for format diversification. Our study suggests that the contributions of the concept store format should be viewed from an overall customer journey perspective and the “performance” of different format based touchpoints are not best captured through traditional sales evaluation methods.

Explains that American managers often find negotiating with their Japanese counterparts extremely difficult and frustrating due to a lack of understanding of the Japanese negotiation style in particular and of the Japanese language and culture in general. Describes key features of the Buyer/Seller relationship as it is in Japan′s “vertical” society, later explaining the four stages of Japanese negotiation and post‐negotiation formalities. Emphasizes that Americans must not try to negotiate using their own negotiation practices, since this will make Japanese feel unduly pressured and the negotiations will be unsuccessful ‐success can only come if Americans learn to operate within the Japanese culture.