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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/14664109910306776. When citing the article, please cite: Beverly Warburton, Judith Emanuel, Peter Elton, Mike Ruane, (1999), “The relationship between research and service development: an illustrative example of a pilot study introducing complementary therapies into primary care”, British Journal of Clinical Governance, Vol. 4 Iss: 2, pp. 50 - 56.

In this paper the commissioners of an evaluation and the researchers jointly review the relationship between research and service development at a local level in an evaluated health authority pilot project to introduce complementary therapies into primary care. The article discusses the importance of organisational arrangements between the research and the service development, focusing on the close working relationship between researchers and stakeholders in the research and corresponding service development. The relationship between the research and service development was not linear and the benefits were not based solely on outcomes of the treatment but also on the ways the evaluation gave insight into how the pilot service was delivered. Factors such as personal commitment to the project, and close working relationships by all concerned are important. These elements are rarely emphasised but have to be taken into account if evidence‐based health care is to achieve its potential.

To assist colleagues in tying current ideas to previously established practices. To generate discussion of the current relevance of students' understanding management history.

A review of representative classic theorists with an eye toward matching their behavior to that of current newsmakers. This is presented in a model to insure that like areas are compared.

The past is in the present. Although we may live in the day of “enlightened” “collaborative” management; there are still successful people who operate differently.

Readers of the paper will be able to make immediate application of the model.

Even presentation of the obvious has value. The model format is a dynamic document that others can use and improve upon.

The purpose of this paper was to examine the two-factor theory (Herzberg et al., 1959), determining whether millennials experience similar job satisfaction and dissatisfaction with Herzberg et al.’s motivation/hygiene descriptors as they relate to job enrichment.

This paper analyzed the historical relevancy of Herzberg et al.’s controversial motivation theory to 21st-century workers. Extensive research of scholarly journal articles included historical studies and recent studies from 1919 to 2024.

In the late 1950s, Herzberg, Mausner and Snyderman identified, from two simple reflective questions to participants, 14 work factors, which vary in the degree of motivational effect across two independent continuums of satisfaction and dissatisfaction. Given the seminal work by Herzberg et al. in this area of motivation and hygiene factors, as well as subsequent contributors in the field, the authors of this study explored the role of generational motivational changes as they relate to job enrichment.

The authors offer a reassessment of the Herzberg motivation theory to account for the generational differences that might influence its practice in the current historical context. The authors laid a foundation for further inquiry into how future workplace motivational choices compare with past generations, potentially increasing performance, and higher levels of personal achievement.

The film approach to history in this paper I want to consider the film as source material for history in the sense that palimpsest and parchment, hieroglyph and rune, clay tablet and manorial roll are source materials—fragments, sometimes fragments of fragments, often defaced by time, and applied to purposes of historical reconstruction rarely contemplated by the original authors. For the most part I shall not be particularly concerned with the various philosophies of history—whether it is the job of the historian to lay material dispassionately before the student so that he can make up his own mind about what happened in the past, or to digest source material in order to arrive at the truth—that is, what the historian may hope is the whole incontrovertible real truth, or to digest source material, as Macaulay and Carlyle digested it, in order to justify something in contemporary life or thought. All that need be said here for the moment is that films can be used, as other historical source material can be used, for various and different historical purposes.

The purpose of this paper is to explore the relevant sayings and stories of the ancient Chinese sages in relation to the style of Chinese human resource management (HRM).

Related texts generated from the quotations and stories from four Chinese sages, Guanzi, Hanfeizi, Xunzi and Yanzi, were translated and analyzed and their thinking regarding ruling the state and managing the people was discussed in line with the thoughts from the mainstream and modern Western management gurus such as Warren Bennis, Peter Drucker, Mary Parker Follett, Douglas McGregor, Rosabeth Moss Kanter, Elton Mayo and Jeffrey Pfeffer.

It was found that there were striking similarities in thoughts and call for actions to address key issues in HRM by both old and contemporary, east and west thinkers across 2,500 years. The main concerns are to select the right leaders and managers and recruit the right people; create attractive organisational culture and environments that promote a participative management approach to encourage, empower and engage employees to achieve desirable outcomes; uphold the people‐centred management principles; and focus on designing reward schemes that emphasise service and contribution instead of position and profits.

There is much to be learned from the past to address the present people management issues among modern organisations both inside China and perhaps from other parts of the world. It was as difficult to take seriously the principles‐based ruling and management approaches in ancient times as it is today. However, if these principles had been put into practice, the world would have had fewer of the corporate corruption scandals and less of the mischievous behaviour in the state that are manifested in today's society, but more productive population, effective organisations, ethical governments and harmonious environment; hence less global human suffering.

In the history of business management thought, six idea families have predominated during the last eighty or so years — bureaucracy (Max Weber), scientific management (Frederick Winslow Taylor), classical management (Henri Fayol), human relations (Elton Mayo), neo‐human relations (Abraham Maslow). To these one can add the more recent contributions of different writers under the heading of guru theory. The first five idea families are well known, but the sixth requires explanation. Gury theory achieved prominence during the 1980s. While not yet featuring extensively in management textbooks it has received widespread attention in the financial and business press (Lorenz, 1986; Dixon, 1986; Clutterbuck and Crainer, 1988; Pierce and Newstrom, 1988; Heller, 1990). Guru theory consists of the diverse and unrelated writings of well‐known company chief executives such as Lee lacocca (Chrysler), Harold Geneen (ITT), John Harvey‐Jones (ICI) and John Sculley (Apple Computer); of management consultants like Tom Peters and Philip Crosby; and of business school academics like Michael Porter, Rosabeth Moss Kanter and Henry Mintzberg. Since their contributions are so heterogeneous, and as the writings draw so much of their authority from the individual authors themselves, the adopted label is felt to be appropriate.

Elton Mayo was a professor at a prestigious university, but not a researcher; a scholar, but more concerned with executives; a capitalist, but someone who downplayed monetary incentives; an insider, but someone whose own background was more of an outsider. These contradictions have resulted in scholars questioning Mayo’s impact on the field of management. Thus, this paper aims to critically review Mayo and his contributions to management through a lens calibrated to the context of his time, providing a more contextually accurate view of Mayo and his work and offering a clearer view of his meaningful impact on the field.

Using a combination of primary and secondary sources, the authors connect otherwise disparate information to critically review Mayo’s work within the context of its era.

The authors’ critical review of Mayo identified nine topical areas where Mayo and/or his work have been misunderstood or misinterpreted. For each area, the authors offer a more contextualized and appropriate interpretation of Mayo and his viewpoints, and thus more accurately informing the management literature.

This paper is the first to thoroughly revisit Mayo and his work through a contextualized lens, offering a more informed view of why Mayo’s seemingly controversial behaviors were actually quite standard behaviors given his context.

Examines the four books published by Tom Peters (In Search of Excellence, A Passion for Excellence, Thriving on Chaos, and Liberation Management), a major contemporary contributor to management thinking, and relates these new approaches to the management of Library and Information Services (LIS), using examples from Britain, North America, and Australia. The main areas of enquiry (based on the “prescriptions” from Thriving on Chaos) are the importance of customer responsiveness, innovation, empowerment of people within the LIS workforce, dynamic leadership, and appropriate systems.

The purpose of this study is to construct a comprehensive review on family businesses in the tourism industry since glocalization and small businesses comprise most of the industry.

This is a conceptual paper which utilizes qualitative research methods. Bibliometric analysis is applied to the selected 35 articles from specific databases which include not only the general tourism industry but also subsectors of airline, hospitality, restaurant, etc. Articles in this study fixate on the family businesses within the tourism industry.

In total, 35 articles are found with the keywords “family business and tourism”, “family business and hospitality and hotels”, “family business and restaurant” and “family business and airline”. Though the family business studies focus on hospitality, tourism and restaurants as F&B, there is a research gap in the subsectors like rent-a-car companies, travel agencies and tour operators and recreation facilities. Overall qualitative research design is preferred, but majority of the authors’ focus is on business development, profit, performance and succession. For further studies, quantitative analysis on research gap areas are recommended.

The most general limitation is that only specific selected databases are used for the data gathering process such as double reviewed indexed journals published within Web of Science, Emerald, Elton B. Stephens Company (EBSCO) and Elsevier databases from the period of 1970s. Some other databases and some different periods may be considered as well as different keywords for other research. Secondly, few studies have analyzed quantitative data, since the specific nature of the family business dynamics require qualitative data. As a suggestion, not only qualitative analysis but also mixed methods may also be studied since the literature lacks the studies conducted with these methodologies.

The study contributes to the existing literature by providing a comprehensive review on hospitality and tourism family business management emphasizing the research gap on subsector application areas.