Search results

Outlines the origin, vision, guiding principles and strategic intents of the Multinational Alliance for the Advancement of Organizational Excellence (MAAOE). Describes how MAAOE brings together leaders from many disciplines who are bonded together by a shared desire to investigate, create, disseminate and apply the multidisciplinary and multicultural knowledge necessary to assist organizations in their quest for excellence.

BEST business excellence addresses the issue of excellence and sustainability from four perspectives: bio/physical, economic, social, and technological. The concept of BEST business excellence seeks to address the balance of objectives that many academics and practitioners alike believe are necessary, perhaps not sufficient, to secure the long‐term survival, prosperity, and thriving of humankind and its institutions. Somewhat allied with triple bottom line, this concept is in its infancy and little work has been completed in the formation of the concept intuitively or formally. This paper begins a discourse to develop an optimization model for the concept of BEST business excellence. The models presented herein are graphical and descriptive and offer a basis for further development. These models represent the transformation from maximizing economic outcomes as the organizational objective constrained by B‐sustainability (bio/physical) largely through regulation, S‐sustainability (social) largely through a sense of obligation or by consumer action, and T‐sustainability (technology) largely through the limitations of current technology available. The new model offers the different perspective of the objective function containing variables representing B‐, E‐, and S‐sustainability, wherein those objectives are jointly optimised using technology (T‐sustainability) where cost becomes the constraint. The resultant descriptive model shows how technology forms the centerpiece of optimization and provides direction for technological development resulting in simultaneous optimization of bio/physical, economic, and social objectives.

We are at perilous points in the histories of humanity and of planet Earth. Plant and animal species are disappearing at an alarming rate in parallel with ecosystem distress and destruction – with responsibility for and consequences of set firmly upon the furrowed brow of humanity. On one hand there is urgent need to abate global environmental degradation and on the other there is concern for humankind – alleviation of suffering and poverty through economic development. It appears increasingly likely that only great resolve with rapid and appropriate action born out of radical change in our worldview may forestall disaster. Too often, however, “the right‐hand doesn’t know what the left‐hand is doing”. Sustainable development is an area that considers these dual imperatives; examined herein are contributions that can be made to sustainable development by businesses applying organizational excellence principles to activities with environmental and societal implications.

The CEO of a fulfillment company in Portland, Oregon, USA, has long been known for innovation and growth. He has reached the stage where he wishes to grow the firm significantly over the next five to ten years. Within the first four months of the current fiscal year, the company has already doubled its sales pace. Doubling the size is not the end goal, for the CEO wants to eventually take the firm to 10‐20 times the size of the most recent fiscal year completed. To set the stage, the CEO commissioned an initial set of discussions with his key management personnel to ascertain whether or not he has the personnel in place to grow the firm. Herein the report of that effort.

The purpose of this paper is to present a buying process for the multichannel consumer (MCC) that starts at online information search and ends at the offline retail channel and then seeks to determine the universality of such behavior across countries.

A structured questionnaire was administered to MCCs from Russia, Singapore and the USA. The model was estimated using partial least square and country comparisons were conducted with a multi-group analysis.

The empirical results validated the conceptual model. In country comparisons, there is both converging (online information search) and diverging (retail store) MCCs’ behavior exhibiting nuanced differences.

Future research should examine values of MCCs at the individual level so as to increase the generalizability of the findings.

The convergence of MCCs information search behavior suggests that there is an opportunity for companies to standardize their online information strategy to educate global MCCs prior to their visiting brick and mortar stores. In-store salesperson remains important and effective for MCCs in the USA and Singapore, but not Russia.

A new conceptual framework that integrates economic and psychology theories is presented to depict the shift of control tilting in favor of MCCs in the buying process and introduces the concept of “reversal” information asymmetry in which consumers perceive to have more knowledge than the vendors.

All clients are to some extent subject to their attorney's construction of their interests. This state of affairs reaches the extreme in the case of the class action because the class action permits masses of individual claims to be combined in one proceeding to promote efficiency and solve collective action problems. Class action scholars have long debated the role of class members without conclusion. The doctrine on whether and when the class member is considered a “party” to the litigation is incoherent. Neither courts nor commentators are clear on limits of the ethical duty of class counsel – does it run to individual class members or to the class as a whole? And if such a duty runs to the class as a whole, is the class an entity, like a corporation, or an aggregation of individuals each of whom is entitled to enforce class counsel's attorney–client obligations?