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Describes work carried out on a two‐year Ministry of Agriculture, Fisheries and Food (MAFF)‐funded project of the constraints on freedom of dietary choice and their implications for the adoption and maintenance of healthy diets. Looks at whether there are differences in diet knowledge and preferences between people on different income levels.

The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

Technology has made it possible to have groups whose members are not co-located, but which may still capture the benefits of traditional co-located interaction. Identification helps determine whether groups gain the benefits of co-located interaction, and how technology is used to mediate group interaction can influence identification processes. Unfortunately, in heterogeneous groups, communication technology that facilitates group identification also makes competing “fault line” identities more salient. Fortunately, channel expansion theory suggests that with effective management, groups can avoid this dilemma of media selection by learning to use lean media to communicate rich messages.When the day arrived for the three of us were to send a draft of this chapter to Terri, Greg decided that it would be funny to e-mail her a terribly underdeveloped outline, instead of the completed draft that we had finished the day earlier. Terri, seeing the outline for the joke it was, called Greg and said that it might be fun to send a message that made Mike think she had sent the terribly underdeveloped outline to the other chapter authors. Mike received the message the next day and asked Greg why he had sent an outline instead of the chapter draft to Terri. Greg mentioned his and Terri's pranks and also mentioned that Terri had copied the message to Mark—the other author on the chapter, but someone Mike had never (and at the time of this writing, still has not) met. Mike, not wanting to be left out of a good joke (but also slightly uncomfortable to pull a prank on a “stranger”), sent a follow-up message to Terri and “cc'd” Mark. The message said that Mike was so embarrassed by the outline and so frustrated with Greg, that he was going to drop his name from the paper, and was not going to present the paper at the authors' conference in New York. Mark joked back that he would be glad to present, but the title of the paper would now be “Virtual Collaboration: The Butthead Factor.”

Presents over sixty abstracts summarising the 1999 Employment Research Unit annual conference held at the University of Cardiff. Explores the multiple impacts of globalization on work and employment in contemporary organizations. Covers the human resource management implications of organizational responses to globalization. Examines the theoretical, methodological, empirical and comparative issues pertaining to competitiveness and the management of human resources, the impact of organisational strategies and international production on the workplace, the organization of labour markets, human resource development, cultural change in organisations, trade union responses, and trans‐national corporations. Cites many case studies showing how globalization has brought a lot of opportunities together with much change both to the employee and the employer. Considers the threats to existing cultures, structures and systems.

The purpose of this paper is to investigate the effectiveness of quality management training by reviewing commonly used critical success factors and tools rather than the overall methodological approach.

The methodology used a web‐based questionnaire. It consisted of 238 questions covering 77 tools and 30 critical success factors selected from leading academic and practitioner sources. The survey had 79 usable responses and the data were analysed using relevant statistical quality management tools. The results were validated in a series of structured workshops with quality management experts.

Findings show that in general most of the critical success factor statements for quality management are agreed with, although not all are implemented well. The findings also show that many quality tools are not known or understood well; and that training has an important role in raising their awareness and making sure they are used correctly.

Generalisations are limited by the UK‐centric nature of the sample.

The practical implications are discussed for organisations implementing quality management initiatives, training organisations revising their quality management syllabi and academic institutions teaching quality management.

Most recent surveys have been aimed at methodological levels (i.e. “lean”, “Six Sigma”, “total quality management” etc.); this research proposes that this has limited value as many of the tools and critical success factors are common to most of the methodologies. Therefore, quite uniquely, this research focuses on the tools and critical success factors. Additionally, other recent comparable surveys have been less comprehensive and not focused on training issues.

President Bill Clinton has had many opponents and enemies, most of whom come from the political right wing. Clinton supporters contend that these opponents, throughout the Clinton presidency, systematically have sought to undermine this president with the goal of bringing down his presidency and running him out of office; and that they have sought non‐electoral means to remove him from office, including Travelgate, the death of Deputy White House Counsel Vincent Foster, the Filegate controversy, and the Monica Lewinsky matter. This bibliography identifies these and other means by presenting citations about these individuals and organizations that have opposed Clinton. The bibliography is divided into five sections: General; “The conspiracy stream of conspiracy commerce”, a White House‐produced “report” presenting its view of a right‐wing conspiracy against the Clinton presidency; Funding; Conservative organizations; and Publishing/media. Many of the annotations note the links among these key players.

The purpose of this article is to discuss how the mastery of resilience in operations and supply chains plays a significant role in the transition to a more sustainable future. Furthermore, it is supposed to propose avenues for future research on operational and supply chain resilience, interacting with the sustainability literature in our field.

A conceptual review of resilience and sustainability themes within operations and supply chain management research is conducted. Reflections on the topic are informed by relevant literature published over the last decade.

The major conceptual contributions are threefold: (1) This article elaborates on the understanding of operational resilience and supply chain resilience concepts and reviews their respective primary research streams. (2) It proposes resilience as the missing element in the pursuit of excellence in organizations that want to contribute to a more sustainable future. (3) The article offers a research framework that provides a future research agenda at the intersection of resilience and sustainability in operations and supply chain management research.

The article highlights gaps in current research and illustrates further areas of research that need to be addressed to maximize the contribution of operations and supply chain management research in supporting practitioners to achieve a more sustainable future.

This chapter aims to advance the debate on enterprise risk management (ERM) frameworks within different contexts. We discuss the economic, business and regulatory environments that set the framework for company risk management practices in Lithuania while contrasting ERM features at the company level. ERM practices are examined using two company cases – a private business company and a state-owned enterprise (SOE), and evidence is based on interviews with their management, as well as their documentation. The findings indicate the co-existence of a functional vs systematic approach to risk management. Moreover, evidence supports the notion of the shifting of risk management from a functional risk management approach to a systematic approach within risk portfolio management. We assume that risk management is a conceptualized subject of management and research, with a rather weak connection with enterprise goals and operations.

This article presents an empirically induced “high-performance” “human resources (HR) bundle”, comprising six HR practices, for supporting lean service operations.

This was a multiple case study. A qualitative data set, including transcripts from 27 semistructured in-depth interviews with lean practitioners from across five service organizations that have adopted lean practices, was thematically analyzed to establish key HR practices on the road to lean maturity.

A “high-performance” HR bundle of three work practices and three employment practices emerged from the analysis. These practices typically mature implicitly rather than systematically to support organizations in successfully implementing lean service operations by resourcing the most suitable people for carefully defined roles, providing workers with extensive lean training opportunities, appraising workers' performances such that lean behaviours are recognized and rewarded and encouraging a participative teamworking culture.

This article uses cross-sectional data from five case studies to induce a “high-performance” “HR bundle” theoretical model and process. A larger number of case studies and/or longitudinal data would add credence.

Lean service managers should regard HR practices as integral to the lean maturation process and might usefully conceive of them as processes allowing for greater management control to achieve incremental improvements to lean service provision.

The article provides deeper understanding of the importance of HR practice for lean service organizations and offers practical suggestions for managing HR practices in this context.