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The popular total quality management (TQM) approach has tended to focus on internal processes, rather than external issues such as competitiveness and market appeal, and is more reactive and adaptive than anticipative. The time has come to go beyond TQM and to understand the nature and application of organizational learning. Learning organizations envision change, are committed to generating and transferring new knowledge and innovation, and have learned how to learn. TQM may be embedded in the learning organization, but TQM is but the first step or wave in transforming and creating organizations which continuously expand their abilities to change and shape their futures. This article first defines and identifies the characteristics of a learning organization, then explores some techniques to develop and transform an organization into a learning organization, and finally suggests some traditional and newer techniques, such as data envelopment analysis (DEA), as ways to measure and evaluate organizational learning.

International Strategy

Undergraduate or graduate capstone course in strategy or international management course.

Faced with increased competition at home, Sainsbury's decided to expand its international operations by entering Egypt. Sainsbury's initially created a joint venture with an Egyptian food retailer, but quickly increased its commitment by opening over 100 stores in Egypt. Sainsbury's dream of capturing the Egyptian food market faded as quickly as it was started. Due to declining profits, Sainsbury's eliminated its exposure in Egypt by selling its interests to its Egyptian partner. Sainsbury's first developing-country venture could be regarded as an object lesson in how not to operate. The company failed to properly investigate its market and its partners, and showed insensitivity to local conditions. Moreover, entering the Egyptian consumer business sector may have been ill-advised. Egypt, with a low gross domestic product (GDP) per head of about $1,300 and a population of 65 million, while having growth potential, is a daunting market. Why a poor and frequently disorganized country was perceived as having excellent growth potential was not addressed by Sainsbury's in its headlong rush to invest. The case should be interesting for students because it highlights a situation where a firm's international expansion efforts failed after the firm had success expanding internationally previously. Numerous reasons are presented in the case for Sainsbury's failure. The case highlights the multiplicity of issues which a company faces when it “goes global.” While Sainsbury's withdrew from Egypt, the case affords students the opportunity to evaluate whether they would have made the same decision by providing a discussion of the alternatives suggested by Sainsbury's Chairman.

The Sainsbury's case is capable of addressing several important teaching objectives: the case is an appropriate vehicle to demonstrate what can happen to a firm as it expands globally; students will gain more knowledge concerning why companies expand into foreign markets and the impact of cross-country differences in market conditions; the case presents the multifaceted complexities involved in globalization efforts and issues faced by companies concerned with global competition and global strategy; students should apply the concepts and tools of industry and competitive analysis; students should gain a better understand how to manage globally; students should gain an understanding of the challenges of globalization and global competition; students should gain a better understanding of the evolution of strategy as industry conditions change and new opportunities arise. As with any case study, students should learn to translate good analysis into appropriate recommendations for action.

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

The purpose of this paper is to examine the stock price reaction to the first announcement in SEC filings of the enactment of corporate governance guidelines. Agency and management theories suggest the enactment of guidelines should create value for the owners.

The paper uses an event study methodology on a sample of 141 firms.

The research finds only a few firms exhibited a significant reaction. Overall, the data were not significant. Searching for first‐ or late‐mover advantages was also unsuccessful. However, the increased enactment of guidelines (bandwagon effect) supports first order imitation possibly due to the board interlocks found. The results indicate two possible explanations. First, SEC filings may not be a strong signal for the overall market resulting in a potentially unrealized stock value transferred to those few who act on the signal. Second, the value of the guidelines may be unclear to investors. In either case, more public disclosure (i.e. greater transparency) for the adoption of corporate governance guidelines may resolve the issue.

This paper provides valuable information on the value of corporate governance guidelines.

The management of organizational conflict involves the diagnosis of and intervention in affective and substantive conflicts at the interpersonal, intragroup, and intergroup levels and the styles (strategies) used to handle these conflicts. A diagnosis should indicate whether there is need for an intervention and the type of intervention needed. In general, an intervention is designed (a) to attain and maintain a moderate amount of substantive conflict in nonroutine tasks at various levels, (b) to reduce affective conflict at all levels, and (c) to enable the organizational members to select and use the appropriate styles of handling conflict so that various situations can be effectively dealt with. Organizational learning and effectiveness can be enhanced through an appropriate diagnosis of and process and structural interventions in conflict.

The purpose of this paper is to compare small and large motor carriers to determine whether small motor carriers serve a smaller, more concentrated customer base, have owners that are more involved in the customer relationship management process, and earn higher returns usually associated with niche market players.

Responses from a US sample of 153 motor carrier managers are subjected to ANOVA comparing small, medium, and large motor carriers. Scale development procedures were employed and a construct measuring owner involvement in the customer relationship management process was developed.

Small motor carriers have a more concentrated customer base, their owners are more involved in managing customer relationships, and they are paid higher rates per mile compared with large motor carriers.

This research was limited by its focus on the motor carrier industry and did not explicitly test a link between customer base concentration and owner involvement as they might engender higher rates.

This work illustrated motor carrier practices that may be of use to managers in formulating strategy. Managers may also consult the owner involvement construct items for guidance in their customer relationship management role.

This is one of the few works investigating small motor carriers. It also is one of the first works incorporating entrepreneurship into logistics research.

Since the mid-1980s, much research attention has been devoted to top management teams and their impact on the strategic behavior and performance of firms. In particular, this research has focused on the role of top managers’ background, values, and experiences in explaining the choices they make. So far, this research has largely failed to address the national context in which top management teams are formed and operate. Empirical studies have typically involved top management teams of U.S. firms. Other studies are rare, and when they exist, they usually do not take the national context into account. This paper explores the impact of national context characterized by society-specific value systems and institutions, on the composition, organization, and functioning of top management. We address three topics in particular: (1) national variations in the structure and practices of top management and their implications for managerial choices; (2) national governance systems that define and constrain the tasks and functioning of top management teams; and (3) national institutions that help to define managerial selection, promotion, and career patterns.

Based on an extensive review of literature on total quality management (TQM) in higher education, proposes a specific definition of “customer” and develops a comprehensive TQM model that comprises eight steps. The definition of “customer” and the TQM model developed can serve as a basic foundation for colleges and universities to follow when implementing TQM at their respective institutions. Recommends a list of things to do and problems to look for when implementing a TQM project.

This paper addresses the clustering of several Arab states on Hofstede's national culture dimensions and its implications for international firms targeting the Middle East and North African (MENA) region. It is imperative to distinguish the region's various national cultures, in order to enable enhanced segmenting strategies. The authors argue that reexamining the Arab states' national cultures can provide interested firms with a better understanding of their differences and similarities, so as to appropriately adjust their products and services to better serve their consumers.

Hofstede's Values Survey Module 2013 (VSM 13) questionnaire is employed. In total, 1400 surveys were disseminated to all the Arab states, 200 for each country.

find evidence that national cultural differences do exist for Arab states and discuss implications toward international firms expanding in the region.

Empirical contributions include the dissemination and translation of Hofstede's national culture survey, the VSM 13, on seven Arab states: Kuwait, the Kingdom of Saudi Arabia (KSA), the United Arab Emirates (UAE), Lebanon, Iraq, Libya and Egypt. Second, the VSM 13 survey measured the Arab states on two more dimensions which had not been previously measured before the present study's investigation. Last, the theoretical contribution of the present study offers empirical evidence that the MENA region's national culture profiles differ on all dimensions, and as such its findings are seen as an extension and validation of Hofstede's national culture theory.