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Reports on the production, by the British Standards Institution, of two new standards which are closely linked to the ever‐popular BS 5750. Looks at the standards and sets the scene with an overview of BSI′s plans for the future. Emphasizes that the customer and member is king, also the need to become user‐friendly. Concludes by reporting that the best way forward is to produce a single generic standard which has all the necessary elements and which is supported by specific guidance notes relevant to different people. Asserts that BSI will be the first standards body to do so.

To understand better the nature of standards one must remove the bureaucratic details and focus on the benefits: improving competitiveness, protecting the consumers, and society′s interests. The process of acquiring standards need not be cumbersome or expensive. Our national lead and heritage in standards making can spread British ideas and systems throughout the world.

Investigates the planning, negotiation and setting up of a joint venture company (JVC) in Indonesia between a British multinational corporation, an Indonesian state‐owned company and an Indonesian private company. It explores the influence of cultural diversity on this process, the role of stakeholders and the management of their interest and power. The paper is organised around an analytical framework for such considerations and proposes a phased approach to the critical preparatory stage of joint‐venture based collaboration in SE Asia.

Outlines the early beginnings of the total quality movement and summarizes its history up to the present day. Relates total quality issues to the relevant British Standards and examines likely future total quality trends. Considers “quality” as a work philosophy from ancient times, through the craft guilds of the Middle Ages, to the present day. Suggests that the driving force for quality is competition. Proposes a four‐part model of TQM drawn from a historical perspective.

This paper adapts the model espoused by Snape and considers avenues for trade unions to increase membership. It studies two specific industrial sectors, namely 20 non‐unionised manufacturing small‐ to medium‐sized establishments (SMEs) and four large unionised banking and insurance establishments all of which are based in the central belt of Scotland. The authors consider possible implications for trade unions in developing strategies for targeting workers in an attempt to boost trade union membership as indicated by the setting up of a TUC Organising Academy, as well as possible effects of the Employment Relations Act, 1999. Discussion also centres on employer suppression or substitution strategies, and on trade union commitment towards investing resources in workplace establishments that are either non‐union or are unionised but exhibit a low union density. The authors conclude that trade unions will have to think very carefully about the rewards available when conceiving strategies aimed at increasing membership in non‐union establishments, and density in unionised establishments.

Previous research has highlighted the trend that ACAS advice has long been held in high esteem by both employers and employees alike. A study of small to medium sized manufacturing establishments in Renfrewshire, Scotland, suggests that employers prefer partial advice as opposed to impartial advice. Instead they may turn to alternative bodies other than ACAS which have the ability to offer employee relations “support”, which is beyond the remit of ACAS. In light of limited resources due to funding constraints, the implications for the provision of ACAS advice are examined in relation to alternative bodies offering employee relations help.

Discusses how, with the introduction of so many standards/awards, organizations are left wondering which road to take on their journey towards total quality. Considers the problem from a number of stand points. Asserts that quality standards will present daunting challenges for potential users. Poses the question of fusion and whether all this disparate quality standards activity will achieve cohesion. Contends the critical measure is that credible standards must be of premium quality and premium service.