This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000000379. When citing the…
Abstract
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000000379. When citing the article, please cite: Jan T. Zantinga, Mark Gieben, (1991) “Defining Service Levels to Evaluate European Logistics Configurations”, International Journal of Physical Distribution & Logistics Management, Vol. 21 Iss: 2, pp. 26 - 31.
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000000379. When citing the…
Abstract
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000000379. When citing the article, please cite: Jan T. Zantinga, Mark Gieben, (1991) “Defining Service Levels to Evaluate European Logistics Configurations”, International Journal of Physical Distribution & Logistics Management, Vol. 21 Iss: 2, pp. 26 - 31.
Jan T. Zantinga and Mark Gieben
The progress towards a common European market as well as theimplementation of JIT, MRP and other systems may lead to the need toreevaluate and possibly centralise the distribution…
Abstract
The progress towards a common European market as well as the implementation of JIT, MRP and other systems may lead to the need to reevaluate and possibly centralise the distribution systems of firms operating in Europe. How four firms analysed and changed their European logistics structures of warehouses, transport and information systems is described. A five‐step evaluation and implementation process is presented. The basic premise of the process is the correct definition and management of service levels, after which alternative configurations are developed. The cost implications are then evaluated, and the optimum alternative is established. Techniques for service analysis such as the use of samples, iso‐day diagrams and distance‐time diagrams are also included.
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This article analyzes the relationships between different conceptions of time, socioeconomic development and cultural values.
Abstract
Purpose
This article analyzes the relationships between different conceptions of time, socioeconomic development and cultural values.
Design/methodology/approach
We focus on three major aspects of time, namely, 1) duration, 2) orientation and 3) tempo. Furthermore, we draw on modernization theory to distinguish between agrarian/traditional and industrial/modern societies and their respective cultural values.
Findings
Analyses indicate that agrarian/traditional societies with cultural values such as collectivism, survival, religiosity and hierarchical structures are marked by subjective/cyclical/inaccurate, past-oriented and slow-paced conceptions of time. In contrast, industrial/modern societies with cultural values such as individualism, self-expression, secularism and egalitarianism are marked by objective/linear/accurate, future-oriented and accelerated conceptions of time.
Originality/value
This paper introduces an original conceptualization of the three dimensions of time – duration, orientation and tempo – previously overlooked in the literature. Additionally, it provides an in-depth and comprehensive analysis of the relationships between time, culture and socioeconomic development.
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MCB is not a company to rest on its laurels. In the vernacular of modern‐day management literature, the company can rightly claim to be a learning organization; one that seeks to…
Abstract
MCB is not a company to rest on its laurels. In the vernacular of modern‐day management literature, the company can rightly claim to be a learning organization; one that seeks to regenerate and develop itself in accordance with current trends, most notably those in customer and market requirements.
Among the top management issues covered in this section are: leadership to promote change; issues of corporate culture; effective international strategy; environmental leadership;…
Abstract
Among the top management issues covered in this section are: leadership to promote change; issues of corporate culture; effective international strategy; environmental leadership; investment in Eastern Europe; and developing “world‐class” manufacturing strategy.
This paper focuses on governance in higher education in China. It sees that governance as distinctive on the world scale and the potential source of distinctiveness in other…
Abstract
This paper focuses on governance in higher education in China. It sees that governance as distinctive on the world scale and the potential source of distinctiveness in other domains of higher education. By taking an historical approach, reviewing relevant literature and drawing on empirical research on governance at one leading research university, the paper discusses system organisation, government–university relations and the role of the Communist Party (CCP), centralisation and devolution, institutional leadership, interior governance, academic freedom and responsibility, and the relevance of collegial norms. It concludes that the party-state and Chinese higher education will need to find a Way in governance that leads into a fuller space for plural knowledges, ideas and approaches. This would advance both indigenous and global knowledge, so helping global society to also find its Way.
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Vibeke Vad Baunsgaard and Stewart Clegg
This chapter explores dominant ideologies theoretically in an organizational setting. A framework is developed to advance our understanding of how ‘dominant ideological modes of…
Abstract
This chapter explores dominant ideologies theoretically in an organizational setting. A framework is developed to advance our understanding of how ‘dominant ideological modes of rationality’ reflect predictability through the reproduction of accepted truths, hence social order in organization. Dominant ideological modes of rationality constitute professional identity, power relations, and rationality and frame prevailing mentalities and social practices in organization. It is suggested that members’ categorization devices structure and constrain social practices. Supplementing the existent power literature, the chapter concludes that professional identity produces rationality, power and truth – truth being the overarching concept assembled through the rationalities assembled in professional members’ categorization devices. Research and managerial implications are discussed.