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Outlines how human competency engineering can be used as a change maangement or organizational development tool, based upon studies conducted in Canada, Hong Kong and Indonesia. Suggests that a change model based on the practical application of social science and physical science concepts can be applied over several cultures.

Explores how easy (or otherwise) it is for small businesses to take advantage of the huge markets opening up in the People’s Republic of China. Profiles a Hong Kong‐based office furniture manufacturer and distributor (Logic Office Supplies) as an example of successful market penetration. Outlines the research methodology used ‐ field research conducted in 1992 and 1993, which looked at the historical development of the market, the industry size and profile, the growth of private enterprise, government relations, the legal environment and an analysis of the competition. Explains why the company chose to follow a four‐pronged entry strategy and how they implemented that strategy. Infers that the company’s success was largely due to a careful choice of partners. Points out that sales increased from HK$40 million in 1989 to HK$400 million in 1994. Applies this successful approach to drawing up a conceptual framework for smaller businesses wishing to expand into China. Talks about stage of entry, mode of entry, and whether to opt for permanent representation or joint ventures. Provides a model showing five stages in the process of expanding into China. Concludes that it is not easy to expand into China and that the best route for small businesses to follow is to sell through trading houses and distributorships.

The case study described in this paper, concerned the Macau Grande Prix. Various research objectives were formulated and it was decided to use a face‐to‐face administered questionnaire to gather the data. The subjects were individuals (fans) who were attending this event and the questionnaire was to be administered while the event was taking place. This paper, then, will outline the issues faced when conducting this research and draw implications for future reviewers and researchers.

There is mounting evidence to suggest that business schools are not meeting the needs of either the business community, or their students. Evidence comes from sources as diverse as the popular press and AACSB reports. This article outlines a student‐centred, alternative business education strategy, based on the ISO‐9000 concept. Our suggestions include a redefinition of the role of research, the enhancement of choice and the inclusion of continuous learning requirements within a system in which the stakeholders have major input.

One of the nine thought provoking essays assembled by Peter Vergo in the recently published The New Museology (Reaktan Books, ISBN 0 948 462 035 hardback, ISBN 0 948 462 043 paperback) is “The Quality of Visitors' Experiences in Art Museums” in which Philip Wright discusses the lack of awareness among museum personnel of what exactly their institutions are doing, and indeed should do, in a period when “films, television, video and pop access photography have inevitably altered, if not actually undermined the hierarchy of images that museums aim to display”. Few curators have had professional surveys of their audience undertaken, some have dismissed colleagues' changes as pandering to commercialisation, and invest in sophisticated technology and displays in such a way as to distract from the integrity of the objects in their care.

The article seeks to shed light on the effects of recent developments in financial services on the organisational structure and strategic planning process in banks and building societies. Evidence is used from a survey of the sector to assess the nature and relative importance of problems experienced by banks and building societies; and evidence is presented on developments in strategic planning techniques and the problems caused by the introduction of new products.

In both the United States and Europe there has been a spectacular growth in the number and importance of management buy‐outs since the late 1970s. The typical characteristics of these deals differ somewhat on either side of the Atlantic in ways which are outlined below. However, in each environment the term “buy‐out” refers essentially to the transfer of ownership of the assets of an existing firm — which may itself be an independent entity or a wholly‐owned subsidiary or division — to a new and especially established group of equity holders which intends to keep at least some of those assets in their former use. In the US buy‐outs have often involved very large asset transfers, indeed multi‐billion dollar deals have been quite frequent. The transaction is typically financed by a limited subscription of equity from specialist venture capitalists and perhaps from the firm's management, together with a very large input of debt capital. The latter has often been in the form of high coupon (so called “junk”) bonds. The characteristically high ratio of debt to equity in buy‐out finance has given rise to their American description as leveraged buy‐outs.

Anticipating investor demand for a more rounded view of a company's ability to perform, Price Waterhouse is putting forward ‘value reporting’ as a new methodology for communicating the true worth of a company. A comprehensive set of tailored financial and non‐financial performance measurements and processes, it gives historical and predictive indicators of shareholder value creation.

Uses the term “McJob” to convey that working either full‐time or part‐time at McDonald’s is one of the most common occupations in the 1990s. Defines a McJob as a job requiring little training, usually in the service sector. Investigates the low‐skill workplace through six case studies and a survey consisting of personal interviews with the individuals in Fredericton, Canada. Reveals a large number of incompetent, morally bankrupt and illegal labour practices, particularly as low‐skill workers have minimal recourse to legal processes. Indicates that conventional employment law simply does not extend to low‐skill employment and that part‐time and minimum wage employees, as well as being denied legal rights, are completely at the whim of the employer. Proposes an Ombudsman should operate independently of government, ranking employers according to their treatment of employees, publicizing offences and unfair practices, to shame bad employers and act as an impetus for change.

Business ethics has become a controversial topic as China integrates more closely into the world economy and there are signs of convergence within global professions. The purpose of this paper, therefore, is to study guanxi and business ethics in China within the context of social capital development, with a view to creating a more balanced interpretation that provides insights for Westerners wishing to conduct business in China.

In terms of methodology, the work is based on the results of a recent survey conducted among Chinese executives in southern China.

The major findings suggest that the processes of developing social capital and the nurturing of company‐to‐company relationships need to be planned carefully. Thus, no one individual should be responsible for the China connection, although the appointment of a team leader is essential, otherwise the Chinese side would become confused. Negotiations always are to be conducted on a team basis and always approved at the highest levels in the corporate structure.

The limitations of this paper include the difficulties of obtaining any research sample in China. Thus, we refer to the work of Weiss, (Learning From Strangers, Free Press, New York.) and use a snowball sample.

The practical implications of the paper are that guanxi (a type of social capital), can be managed and that corruption does not have to result from the use of guanxi‐based relationships. Thus, the originality arises out of the practical implications, in that for the first time, Western concepts of social capital and Asian concepts of guanxi have been compared, leading to practical recommendations for Western managers.