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The aim of this paper is to improve the understanding and inter‐relationship of both the people and technical aspects of knowledge management. Studies in knowledge management indicate that there can be an over‐emphasis on technology to the exclusion of adequate people/quality planning, or, strong people/quality programmes from a knowledge perspective, hindered by inadequate enabling technologies. Understanding of these issues in practice and academia is currently hindered by a paucity of systematic empirical research, addressing the relationship between the cultural and technological aspects of knowledge management. A survey questionnaire was constructed and tested via a pilot phase. The questionnaire was then distributed to over 1,000 organizations, across three industrial sectors. The findings indicate that a strong relationship exists between KM and other organizational factors, namely organizational culture and internal technical culture. Further analysis of these elements revealed that factors internal to the organization are impinged upon by macro‐environmental elements.

Many companies pigeon‐hole marketing as a non‐value adding activity. But an auditing framework developed with 600 managers is putting marketing measurement on the senior executive agenda. Users include First Direct, Sainsbury and SmithKline Beecham.

Changes in the European retailing marketplace are having an impact on relationships between retailers and their suppliers. Concentration of sales to fewer, larger and more powerful retailers, the growth of own label brands, and the operational and marketing benefits of retailer information technology, all affect the relationship between retailers and their suppliers. These trends are seen at their most extreme in the UK market, which is seen by many as a model for the future of the rest of Europe. In this emerging trading environment, the issues of collaboration versus conflict, documented in research in retailing since the 1950s, take on a particular focus and importance. Looks at these issues from the perspective of 11 manufacturers, each of which deals with the same significant retailer in the UK. Examines the relevance of the constructs of power, conflict and co‐operation in the UK food channel from the supplier′s perspective; the manufacturer′s response to powerful buyers in the channel; and the impact of information technology on channel relationships. Concludes with recommendations to manufacturers on managing key accounts in the new environment.

Explores the marketing process of a large food retailer, based on in‐depth interviews with 106 senior managers. Finds that attitudes towards marketing are conflicting, that the role is diffused into different functional areas within the organization, and that buyers are highly influential within the organization and play a key role. There are two parallel strands in the development of marketing within the organization. One is the growth of a corporate marketing department with responsibility for advertising, the purchase of market research, and corporate image in the marketplace. The lack of current influence of corporate marketing is reflected in the absence of a chief marketing executive (CME) on the main board. The other element is the role of the buyer and the trading departments. The trading department is found to be highly influential. Buying teams are the marketers in the company dealing with product selection, pricing, merchandising and promotion. Effective marketing depends on an integrated organizational effort. This is clearly not the case here. The study methodology sheds new light on the nature of strategic marketing planning in a large, complex organization.

The purpose of this paper is to explore how a medium sized business has addressed what it has termed a “push‐pull” method of management and organization development, based around an action learning approach.

The paper sets out a methodology that other SMEs might look to replicate in their management and organizational development activities.

Fast‐track development through push‐pull ensures that staff are able to take on areas of enhanced responsibility as a firm grows – “pulling” them into expanded roles. Simultaneously, it develops an entrepreneurial “push” which develops the organization and thus creates expanded roles. This turns the talent management process somewhat on its head by enabling and expecting employees to drive their own fast‐track development. Alignment with business strategies is sought, but there is also a realization that strategies can be created and changed.

The paper is descriptive and exploratory, focusing on a single organization, supported by a brief review of relevant literature.

Action learning programmes within SMEs can reinforce the “right” behaviour that is required to grow a firm and provide foundations for the people and organization to succeed.

Introduces the concept of the “push‐pull” method of management and organizational development, treating the two as linked and mutually supportive.

Reviews recent literature on home‐based intravenous antibiotics services and reports on a clinical trial carried out in the UK. The UK trial is synthesized with the literature and an outline framework is offered for planning the launch of similar non‐inpatient services in the UK health care system.

The purpose of this paper is to explore how a medium-size business has established a “push-pull” method of management and organizational development, based around an action-learning approach.

The paper sets out a method that other small to medium-sized enterprises “MEs” might emulate in their management and organizational-development initiatives.

The paper reveals that fast-track development through push-pull ensures that staff are able to take on greater responsibility as the firm grows — “pulling” them into expanded roles. This turns the talent-management process on its head by enabling and expecting employees to drive their own fast-track development. Alignment with business strategies is sought, but there is also a realization that strategies can be created and changed.

The paper argues that action-learning programs in SMEs can reinforce the “right” behavior that is required for a firm to grow, and provide the foundations for the people and organization to succeed.

The paper introduces the concept of the “push-pull” method of management and organizational development, treating the two as linked and mutually supportive.

To cope with changing market requirements firms have had to invest in advanced manufacturing systems. By combining the benefits of flexibility and specialisation, new manufacturing systems have produced a shift in production with important implications for labour and product markets. These systems may lead to flexibility in organisation, management and labour, as well as technology. In order to cope with the relative shortage of skilled workers in the microelectronics industry, there is a need to expand training programmes and make them available on a massive scale. This is justified on economic and social grounds, as this shortage is increasing faster than the growth in technical sophistication.

Academic integrity in tertiary education is a global concern. This chapter describes academic integrity in Australian universities and proposes an “it takes a village” framework to guide universities toward a re-evaluation of academic integrity education. It takes a village to raise a child – a child needs role models and positive influences from multiple people for healthy growth and development. With regard to academic integrity, the parallel is that the entire university community needs to be involved to foster development of students of integrity. The institution and its community need to provide structures, multiple positive and effective learning experiences, and clear guidelines to support both staff and students. In this chapter, we argue that academic integrity needs to be seen as a complex system, one in which everyone involved has responsibility to develop and maintain a culture of integrity and one which supports a student throughout their academic journey.