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Illustrates how terms of sale can influence demand for a firm's products and how a firm can model the best combination of credit policy variables. Analyses the results of a credit policy questionnaire designed specifically for sales respondents. Shows how credit policy produces organizational conflict and suboptimization when separated from the sales or marketing functions.

In July 1973 the UK government announced that a special committee of enquiry was to be set up “to consider whether, and if so how, company accounts should allow for changes in costs and prices, having regard to established accounting conventions based on historic costs, the proposal for current general purchasing power accounting put forward by the Accounting Standards Steering Committee, and other possible accounting methods of allowing for price changes, and to make recommendations”. The twelve‐person committee under Francis Sandilands produced its 364‐page report (Cmnd.6225) in September 1975. The committee recommended that a system of current cost accounting should be adopted for listed companies, large unlisted companies, and nationalised industries for accounting periods beginning after 24 December 1977. It also recommended that a special steering group should be set up to oversee the introduction of current cost accounting. In November 1975 the government gave its qualified approval to the Sandilands recommendations, and agreed to set up a special steering group under the chairmanship of Mr. Douglas Morpeth. It is hoped that this group will produce a statement on this subject in the latter part of 1976.

Many private individuals in the UK have been brought up by parents who have stressed the disadvantages of being in debt. As a result there are many people in this country who will not consider the purchase of goods unless they can be paid for in cash. Building society mortgage funds are sometimes looked upon as an honourable exception to the general rule, although even in this case there are still many individuals who cannot accept the idea of having a debt of several thousand pounds around their neck for say twenty‐five years. In conditions of inflation, however, these ideas should be questioned by both private individuals and business organisations, although there are many who will still prefer the comfort of a sizeable bank balance which will provide protection in the difficulties that may lie ahead.

The success of a credit system, in terms of both effectiveness and cost, is largely determined by policy established within the company. Too conservative a policy will entail high opportunity cost through loss of business, but too liberal a policy results in the cost of tying up funds in debtors and the increased possibility of bad debts. A survey investigating building merchants' practices in Wales (1984), conducted by questionnaire, reflects some variety in approaching the provision of trade credit, but a relatively high degree of uniformity and lack of sophistication in monitoring systems. Producing statistical indicators of performance from a computer, ceasing to grant credit, or using external services such as credit insurance and factoring, are options which do not seem to have been fully explored.

Examines the marketing activities of funds in the mobilisation of mainly private savings, in a market traditionally dominated by the bigger investment institutions. Centres analysis on development from early primary marketing methods characteristic of the 1960s to present day, sophisticated methods, which have evolved as funds moved to maturity. Highlights factors that have led to a certain loss of confidence in open‐end funds – recommending a policy of wider diversification into all branches of the investment market. Concludes that legislative conformity within European countries regarding fund activities appears still some distance away despite OECD initiatives.

Conflict and resistance on the part of employees assigned to teams have accompanied the recent increase in the use of work teams in organizations. Previous empirical research identified several sources of employee resistance including violations of fairness, increased work‐load concerns, uncertain manager support, unclear role definitions, and lack of team member social support. From a literature review, we identified additional sources of employee resistance including trust, cultural values, and low tolerance for change. Empirically, we conducted a content analysis of 1,060 open‐ended comments of employees in two Fortune 50 organizations who were newly assigned to self‐managing work teams (SMWTs). The results suggest that employees' concerns did reflect issues of trust and low tolerance for change, but not cultural values. We discuss the implications of our findings for conflict management scholars as well as managers who are charged with handling increased conflict due to employee resistance to teams.

Based on the job-demands resources (JD-R) model and the self-determination theory (SDT), this paper aims to explore team empowerment (TEMP) as a mediating mechanism through which team climate (TC) marked by innovativeness, cohesion and trust and knowledge management (KM) in teams.

Using a convenience sampling method, data were gathered from 246 employees of Tunisian knowledge-intensive firms (KIFs) and involved within 69 R&D teams. The partial least square-structural equation modeling approach through SMART PLS 3.2 software was used to evaluate the constructs’ psychometric properties and hypotheses. The mediating effect in the model was evaluated through the non-parametric bootstrapping method.

Results highlight that TC marked by innovativeness, cohesion and trust represents a key team contextual antecedent promoting TEMP and KM in teams. In turn, TEMP, as a critical intrinsic task motivation factor, is revealed as a driver of KM practices. This research demonstrates that TEMP partially mediates the relationship between TC and KM in teams.

This study pioneers the examination of TEMP’s mediating role between a TC marked by innovativeness, trust and cohesion and KM. By applying insights from the JD-R model and SDT to team-level dynamics, it uniquely positions TEMP as an intrinsic motivational factor explaining the mechanism through which the contextual resources provided by a supportive TC promote KM practices. It provides practical insights for KIFs’ managers through highlighting how intrinsically motivated teams of knowledge workers, empowered by a cohesive, innovative and trust-based TC, can effectively navigate the challenges inherent in knowledge-intensive teamwork, leading to enhanced KM practices.

The purpose of this paper is to examine, theoretically and empirically, whether an employee training program can enhance the collective perception of empowerment of work units within an organization. The authors hypothesized that training participation relates to empowerment by enhancing the potency, meaningfulness, impact, and autonomy of the employees.

The authors collected data at two time points, before and after the training intervention. Over the two periods, the sample consisted of an average of 2,383 employees nested in 36 work units of a large multinational company.

The results indicated a positive relationship between training participation and increased levels of collective psychological empowerment, with differential effects on the dimensions of empowerment.

This study provides evidence of the positive relationship between training and empowerment, suggesting training effects across levels of analysis. The results indicated dimensions of empowerment that are more and such that are less prone to training. Such knowledge may help to inform organizations in developing training strategies. The authors provide recommendations for a respective training program.

This is one of the first studies to investigate the relationship between training participation of individual employees and shared empowerment perceptions within their work units, adding an important antecedent to the research on empowerment. In addition, the authors propose ways of how individual employees can affect shared perceptions among work-unit members. The study offers insights into the development of empowered work units, the vertical transfer of training across levels of analysis and implications for training programs.