Search results

Online access for end‐users in a library and information service poses problems of organisational procedure, presentation and training, and cost (reallocation), as well as system ‘friendliness’, ease of access and usage, and levels of success in searching. In a controlled environment, two periods of end‐user searching were performed to give the user direct hands‐on contact with an online host, to gain a measure of evaluation for such problems posed, and, to gain a notion of user‐impressions of actual and future (potential) usage.

Much of human behaviour is viewed as a process, which begins with early childhood experience, and develops into later life emotions, values, beliefs, and behaviours. Described below, considerable interdisciplinary attention has been given to the role of childhood, and more specifically, to the relevance of different types of parental influence on children as they later become adults. Within marketing, selected scholarly consideration has been devoted to the roles of parents on their children's existing consumer behaviour. The unique contribution of this article is to examine the role of different types of parental influence on later adulthood shopping behaviours.

The following is an annotated list of materials dealing with orientation to library facilities and services, instruction in the use of information resources, and research and computer skills related to retrieving and using information. The thirteenth annual such review in Reference Services Review, the article covers items in English published in 1986. A few items are without annotations because the compiler was unable to secure copies of them for this review.

During a short two‐decade period (1879‐1903) processes for making food packages – paperboard cartons, tinplate cans and glass bottles – were mechanized by American inventor/entrepreneurs Robert Gair, Edwin Norton and Michael Owens, respectively. This paper aims to describe the context for packaged, processed food at the time, and to explore the men, their inventions, and the modern packaging industry that they collectively developed.

Biographies and patents were reviewed as well as contemporaneous and retrospective trade publications, newspapers, censuses and commentary.

Packaging's industrial revolution played a key role in the development of modern marketing. Mass‐produced cartons, cans and bottles collectively became building blocks for mass markets. By the time of the first supermarket in 1920, annual sales of packaged breakfast cereal, crackers, biscuits, canned fruits and vegetables, preserves, soft drinks and other prepared foods had increased by 60‐fold over 1880 levels, 80 percent of which occurred after 1910. The packaging companies of Gair, Norton and Owens capitalized on new methods of production and business integration (and collusion) to profit from the trend, and enabled emerging national brands like Nabisco, Campbell's Soup and Coca‐Cola to successfully lead a revolution in mass marketing.

This paper shows why and how the practically simultaneous invention of machines to make cartons, cans and bottles was able to accelerate the development of national brands and supermarkets. Inasmuch as the histories of the three packaging forms are not considered to be in the same “industry,” this research represents a fresh interpretation of secondary sources.

This paper updates and expands Norton's 1979 study of the political economy of city life cycles in thirty jurisdictions. Using 1970 and 1976 fiscal data, Norton had found that older cities of the Northeast and North Central states provide a more extensive range of services and have a stronger commitment to social welfare functions than younger cities of the South and Southwest. A thirty-five city survey using 1991 data generally confirms his findings. We found significant differences in the service mix, spending patterns and revenue sources of older and younger cities. Older cities offer a broader mix of services with the most dramatic differences among redistributive and safety functions, and notable differences in the public works and administrative services categories. Older cities expend more per capita on local services and exhibit different spending priorities. They spend propor-tionately more on redistributive services, eg. health, hospitals, welfare and housing. They also spend more per capita on police, fire and education. On the revenue side, older cities depend more on commercial property taxes, while newer cities rely more on residential property taxes. The most significant difference on the revenue side, however, concerns the greater reliance of younger cities on locally generated non-tax sources (eg. user fees), whereas older cities remain more dependent on intergovernmental aid.

This article presents an interview with Dr. Robert S. Kaplan and Dr. David P. Norton.

Kaplan and Norton answer questions about their book Alignment: Using the Balanced Scorecard to Create Corporate Synergies.

Kaplan and Norton discuss the ideas in their book.

This interview provides useful insights into Kaplan and Norton's book.

The purpose of this study is to synthesise the prior literature on strategy maps to develop a practitioner’s guide to the design of strategy map frameworks. Robert Kaplan and David Norton introduced the strategy map in their 2000 Harvard Business review article. A strategy map visually represents how the critical elements of an organisation’s strategies are linked together. In an organisation’s strategy execution process, a strategy map complements a performance measurement framework such as the balanced scorecard.

This is a technical paper, which primarily builds on the prior literature on the strategy map design. In particular, this study reviews 41 publications on strategy maps in the period 2000-2015, including observation of 333 strategy map frameworks.

This study develops 14 design principles across seven features of a strategy map framework. This study also identifies a significant lack of empirical research on strategy map design features and principles.

Future research could examine whether and why various design features and principles could exert different or same effects (e.g. decision-relevance).

The developed design features and principles can be used by practitioners as guidance for developing customised strategy maps for their organisations.

This paper contributes to the literature by serving as a “one-stop shop” for both practitioners and researchers seeking a comprehensive understanding of the current state of the strategy map design features and principles.

The 1970s were a successful decade of growth and diversification for Norton Company. In 1979, sales exceeded $1 billion, ranking Norton 261 on the list of Fortune's 500 industrial companies. Half of Norton's sales were made outside the United States. In 1979, the company's return on equity was 20 percent. Norton maintained a leading market position in its historical business, abrasives, and in half a dozen other industries.

Without doubt Robert Kaplan has been, in the last decade, and continues to be the most influential thinker in the field of performance management, and his Balanced Scorecard is the most successful concept in this field. The article is a summary of an interview with Robert Kaplan, co‐author of The Balanced Scorecard, Translating Strategy into Action (Harvard Business School Press, 1996). The Balanced Scorecard, measures that drive performance (Harvard Business Review, January/February 1992) and The strategy‐focused organization, how balanced scorecard companies thrive in the new business environment (Harvard Business School Press, 2000).

Eight years ago when I examined the corporate planning process at the Norton Company, I had one major complaint—the wrong people were doing the job. Possibly no one else sees the same problem, but ever since then, I have asked managers in other companies how their planning is organized and how it operates. At this point, I must conclude there are some very well‐known companies that have ineffective systems, for the same reason that I felt ours was ineffective then.