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Planning for collision avoidance is essential in any robot application, but for most single robot cells the ancillary equipment and tooling remain in fixed and known positions relative to the cell and thus collision avoidance strategies can be planned once only, at the start of program development. With multiple robot cells not only do the robots have to avoid the tools and furniture of the cell but also one another. The technology to allow robots to navigate around objects and select optimum paths is still not as cheap or reliable as would be required for use in standard manufacturing applications. Concludes that multiple robots in the same space can have many advantages and the technology exists to allow them to work together in an unsynchronized manner, checking for collisions before each movement, but that technology currently requires considerable effort on the part of robot users to develop and test their own software.

Report from a one day colloquium, organised by the Robotics Professional Group of the Institution of Electrical Engineers in association with the British Robot Association and the Institution of Mechanical Engineers on the 20th October. The theme was the fast reconfiguration of robotic and automation resources.

Purpose – This study is intended to extend scholarship on the management of organizations by examining the long-term performance of orphaned products.

Design/methodology/approach – This study uses the historical context of the 1929 stock market crash and the Great Depression to examine the long-run appeal (performance) of orphaned products – products from start-ups that fail soon after production. I use this setting to determine how factors within the purview of management, as well as the role of changing tastes, affect the appeal of music from short-lived start-ups founded in 1929 and 1933.

Findings/originality/value – I find that while the evolution of tastes has a substantial effect beyond the control of a firm's managers, a start-up's decision-makers were able to positively influence the long-run appeal of music when they (a) recorded tunes with new artists and (b) were able to create an early big hit with the tune. These results demonstrate how and why, even with cultural producers in one of the greatest economic disasters in U.S. history, managerial decisions were meaningful for product performance. Finally, I show that the effect of being a start-up on the long-run appeal of a tune is time-varying such that being a start-up in 1929 or 1933 does not harm a tune's appeal until after World War II. These final analyses point to further ways in which strategy, history, and sociology might combine to further scholarship on the management of organizations.

South African scholars, like most scholars in the developing world, have sold the idea that social constructivism is the gold standard of qualitative management research. In this chapter, we caution against this subordination to unquestioned conventions and offer a process relational ontology as an alternative to social constructivism that is often punted by most qualitative research programmes and textbooks. We also debunk the idea that ‘grounded theory’ exists by delving into epistemology and showing how science is ‘self-correcting’ rather than ‘tabula rasa’. Instead of boxing business ethics knowledge, as has been done by the case study gurus, we encourage business and organisational ethicists to own their indigenous heritage through storytelling science based on the self-correcting method underpinned by Popperian and Peircian epistemological thought. This chapter encourages business management researchers to move towards more profound ethical knowledge by refuting and falsifying false assumptions in each phase of the study, in a sequence of self-correcting storytelling phases. This is what Karl Popper called trial and error, and what C.S. Peirce called self-correcting by the triadic of Abduction–Induction–Deduction. We offer a novel method for accomplishing this aim that we call ‘Conversational Interviews’ that are based on antenarrative storytelling sciences. Our chapter aims to evoking the transformative power of indigenous ontological antenarratives in authentic conversation in order to solve immediate local problems ad fill the many institutional voids that plague the South(ern)-/African context.

After some introductory words about the preeminence of German accounting research during the first half of the 20th century, the paper offers a survey of the most important theories of accounts classes that still prevailed during the first two decades or longer. Following World War I, the issue of hyperinflation in Austria and Germany stimulated a considerable amount of original accounting research. After the inflationary period, a series of competing Bilanztheorien, discussed in the text, dominated the scene. Two figures emerged supremely from this struggle. The first was Eugen Schmalenbach, with his “dynamic accounting”, a series of further important contributions to inflation accounting, to the master chart of accounts, to cost accounting, and to other areas of business economics. The other scholar was Fritz Schmidt, with his organic accounting theory that promoted replacement values and his emphasis on the profit and loss account, no less than the balance sheet. The gamut of further eminent personalities, listed in chronological order, contains the following names: Schär, Penndorf, Leitner, Gomberg, Nicklisch, Rieger, Prion, Osbahr, Passow, Dörfel, Sganzini, Walb, Calmes, Kalveram, Meithner, Lion, Töndury, Mahlberg, le Coutre, Geldmacher, Max Lehmann, Leopold Mayer, Karl Seidel, Alfred Isaac, Mellerowicz, Seyffert, Beste, Gutenberg, Käfer, Seischab, Kosiol, Münstermann, and others. Separate Sections or Sub‐Sections are devoted to charts and master charts of accounts in German accounting theory, as well as to cost accounting and the writing of accounting history.

The purpose of this study is to examine alignment between supplier management practices and information systems (IS) strategies (i.e. particular IS applications portfolios), and its effects on supply chain integration and supply chain flexibility.

The paper develops a model and hypotheses suggesting that “lean” supplier practices, when aligned with the “IS for Efficiency” IS strategy, have a positive association with supply chain integration. Similarly, “agile” supplier practices when aligned with the “IS for Flexibility” IS strategy, have a positive association with supply chain flexibility. The paper empirically validates the model using survey data from directors and senior managers in purchasing and supply chain functions from 205 manufacturing firms in the USA. Factor analysis was conducted to test convergent and discriminant validity. Hypotheses testing was done via structural equation modeling (SEM) analysis using SMART Partial Least Square (PLS) software.

The study finds that lean (agile) supplier management practices are positively associated with supply chain integration (flexibility). Further, alignment of lean supplier practices and IS for Efficiency enhances supply chain integration, as assessed by a positive moderating effect of IS for Efficiency on the relationship between lean supplier practices and supply chain integration.

The study contributes to the supply chain – IS interface literature by developing a theoretical basis for analyzing the benefits of different types of IS applications to particular types of supplier management practices. Limitations are that it considers primarily internal supply chain integration as a representative of the entire supply chain's integration (internal and external), and that it relies on data from one person from each organization responding to the survey.

The paper theoretically develops and empirically examines a framework proposing that the respective fit or alignment between lean and agile supplier practices with efficient and flexible IS application portfolios has implications for the integration and flexibility of the particular supply chain.

Reviews the sizing systems developed in several countries — the USA, Austria, England, Germany, Hungary, Japan and South Korea. A comparison of these systems shows that: the way of labelling garment sizes has varied from one sizing system to another; most of the sizing systems classified figure types by height and drop value (the difference between hip girth and bust girth measurements), and the way of classifying garments and the key dimensions of garment types in each system was slightly different. Recognizing the need for greater uniformity, the International Organization for Standardization (ISO) developed an international size labelling system. Many countries, including England, Japan, South Korea and Hungary, revised their size labelling systems by adopting the ISO system.

BUSINESS ESPIONAGE is currently one of the most insidious threats facing successful British companies.

Having fought off the bid by AB Wilhem Becker of Sweden— but firmly established in the UK through Becker Paint Ltd.—it now looks likely that the Donald Macpherson Group will be taken over by Yule Catto & Co. plc. As we go to press the boards of both companies have reached agreement on the terms of an offer.