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The paper aims to highlight the focus on short‐term profitability by transportation service providers in a notoriously cyclical business, often at the expense of developing customer loyalty. It urges transportation service providers to use customer relationship management tools and customer emotions to generate long‐term profitability.

The insights into the marketing aspects of the transportation services industry were developed based on interviews and discussions with more than 50 transportation industry specialists, representing service providers and buyers.

The transportation services industry is a cyclical business and, in the post‐2001 economic recovery, carriers have focused, as in previous cycles, on short‐term profitability. They are not investing in customers offering potential future growth, and are dropping currently unprofitable customers in favour of those offering the most profit per lane today. Customer relationship management techniques, especially those based on customer emotions, can be used by the transportation service providers to generate customer loyalty, allowing them to grow with their customers and smooth out the peaks and valleys of the business.

The research was constrained by limited access to quantitative data from the carriers and buyers and limited ability to publish data due to reasons of confidentiality.

The paper highlights the need for transportation service providers to use customer relationship management techniques and generate and sustain customer loyalty to drive their long‐term profitability.

Relationship‐based marketing has been a neglected function for transportation service providers. This paper provides a rationale for the transportation service industry to adopt customer relationship management techniques, successfully used in financial and other services, and presents some CRM methods, especially those based on customer emotions.

Gives an in depth view of the strategies pursued by the world’s leading chief executive officers in an attempt to provide guidance to new chief executives of today. Considers the marketing strategies employed, together with the organizational structures used and looks at the universal concepts that can be applied to any product. Uses anecdotal evidence to formulate a number of theories which can be used to compare your company with the best in the world. Presents initial survival strategies and then looks at ways companies can broaden their boundaries through manipulation and choice. Covers a huge variety of case studies and examples together with a substantial question and answer section.

Presents over sixty abstracts summarising the 1999 Employment Research Unit annual conference held at the University of Cardiff. Explores the multiple impacts of globalization on work and employment in contemporary organizations. Covers the human resource management implications of organizational responses to globalization. Examines the theoretical, methodological, empirical and comparative issues pertaining to competitiveness and the management of human resources, the impact of organisational strategies and international production on the workplace, the organization of labour markets, human resource development, cultural change in organisations, trade union responses, and trans‐national corporations. Cites many case studies showing how globalization has brought a lot of opportunities together with much change both to the employee and the employer. Considers the threats to existing cultures, structures and systems.

Man has been seeking an ideal existence for a very long time. In this existence, justice, love, and peace are no longer words, but actual experiences. How ever, with the American preemptive invasion and occupation of Afghanistan and Iraq and the subsequent prisoner abuse, such an existence seems to be farther and farther away from reality. The purpose of this work is to stop this dangerous trend by promoting justice, love, and peace through a change of the paradigm that is inconsistent with justice, love, and peace. The strong paradigm that created the strong nation like the U.S. and the strong man like George W. Bush have been the culprit, rather than the contributor, of the above three universal ideals. Thus, rather than justice, love, and peace, the strong paradigm resulted in in justice, hatred, and violence. In order to remove these three and related evils, what the world needs in the beginning of the third millenium is the weak paradigm. Through the acceptance of the latter paradigm, the golden mean or middle paradigm can be formulated, which is a synergy of the weak and the strong paradigm. In order to understand properly the meaning of these paradigms, however, some digression appears necessary.

The purpose of this paper is to apply the goals and processes of reverse logistics related to disposal and renewal to an industry example, in this case, the tufted carpet manufacturing industry. With an industry-wide coalition, the Carpet America Recovery Effort (CARE), the carpet industry offers lessons for other industries on how to create new products from waste, how to develop systems to process this waste, how to encourage the development of infrastructure for reprocessing and how to remove barriers to recovery. A major part of the US floor covering cluster is headquartered around Dalton, Georgia. The industry has formed a coalition to divert manufactured carpet from landfills and find other uses for used carpet. This industry-wide coalition, known as the Carpet America Recovery Effort, offers many lessons for other industries on creating new products from waste, developing systems to process this waste, encouraging the development of infrastructure for reprocessing and removing barriers to recovery.

Academics have proposed several frameworks for examining reverse logistics. In this study, the framework developed by de Brito and Dekker (2004) is utilized because it focuses on essential forces in reverse logistics, asking four simple questions: Why? What? How? and Who? To this list, is added a question: Where? This modified framework is applied to the carpet manufacturing industry, focusing on post-consumer carpet.

The carpet industry is becoming a model for developing renewal supply chains that take waste products and create new ones. Although disposal remains the largest part of the end-of-use supply chain for carpet, this is changing, though not rapidly enough to suit the industry.

This case focuses on what the industry is currently doing and on the impediments it has encountered in developing these chains. Renewal chains may well dominate the future of reverse logistics in the industry, but much work remains. The paper concludes with a discussion and areas for future research.

The following bibliography focuses mainly on programs which can run on IBM microcomputers and compatibles under the operating system PC DOS/MS DOS, and which can be used in online information and documentation work. They fall into the following categories:

Contrasts the stability of Hong Kong’s currency with the fall of other Asian currencies during the 1997‐1998 crisis and asks whether a Hong Kong‐style currency board could help other Asian countries. Discusses the underlying causes of the crisis and compares it with the currency crises of the European Monetary System (1992‐1993) and Mexico (1994‐1995). Considers the advantages and disadvantages of a currency board but concludes that most Asian countries have insufficient foreign reserves, wage/price flexibility or prosperity to benefit from having one.

Globalisation is generally defined as the “denationalisation of clusters of political, economic, and social activities” that destabilize the ability of the sovereign State to control activities on its territory, due to the rising need to find solutions for universal problems, like the pollution of the environment, on an international level. Globalisation is a complex, forceful legal and social process that take place within an integrated whole with out regard to geographical boundaries. Globalisation thus differs from international activities, which arise between and among States, and it differs from multinational activities that occur in more than one nation‐State. This does not mean that countries are not involved in the sociolegal dynamics that those transboundary process trigger. In a sense, the movements triggered by global processes promote greater economic interdependence among countries. Globalisation can be traced back to the depression preceding World War II and globalisation at that time included spreading of the capitalist economic system as a means of getting access to extended markets. The first step was to create sufficient export surplus to maintain full employment in the capitalist world and secondly establishing a globalized economy where the planet would be united in peace and wealth. The idea of interdependence among quite separate and distinct countries is a very important part of talks on globalisation and a significant side of today’s global political economy.

Presents a special issue, enlisting the help of the author’s students and colleagues, focusing on age, sex, colour and disability discrimination in America. Breaks the evidence down into manageable chunks, covering: age discrimination in the workplace; discrimination against African‐Americans; sex discrimination in the workplace; same sex sexual harassment; how to investigate and prove disability discrimination; sexual harassment in the military; when the main US job‐discrimination law applies to small companies; how to investigate and prove racial discrimination; developments concerning race discrimination in the workplace; developments concerning the Equal Pay Act; developments concerning discrimination against workers with HIV or AIDS; developments concerning discrimination based on refusal of family care leave; developments concerning discrimination against gay or lesbian employees; developments concerning discrimination based on colour; how to investigate and prove discrimination concerning based on colour; developments concerning the Equal Pay Act; using statistics in employment discrimination cases; race discrimination in the workplace; developments concerning gender discrimination in the workplace; discrimination in Japanese organizations in America; discrimination in the entertainment industry; discrimination in the utility industry; understanding and effectively managing national origin discrimination; how to investigate and prove hiring discrimination based on colour; and, finally, how to investigate sexual harassment in the workplace.

Devotes the entire journal issue to managing human behaviour in US industries, with examples drawn from the airline industry, trading industry, publishing industry, metal products industry, motor vehicle and parts industry, information technology industry, food industry, the airline industry in a turbulent environment, the automotive sales industry, and specialist retailing industry. Outlines the main features of each industry and the environment in which it is operating. Provides examples, insights and quotes from Chief Executive Officers, managers and employees on their organization’s recipe for success. Mentions the effect technology has had in some industries. Talks about skilled and semi‐skilled workers, worker empowerment and the formation of teams. Addresses also the issue of change and the training that is required to deal with it in different industry sectors. Discusses remuneration packages and incentives offered to motivate employees. Notes the importance of customers in the face of increased competition. Extracts from each industry sector the various human resource practices that companies employ to manage their employees effectively ‐ revealing that there is a wide diversity in approach and what is right for one industry sector would not work in another. Offers some advice for managers, but, overall, fails to summarize what constitutes effective means of managing human behaviour.