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This article describes how a Web‐enabled‐performance‐measurement system was designed, implemented and used to improve the business performance of a company processing aluminum foil in central Scotland. The benefits of the system are analyzed in the context of the business‐process‐based structure of the performance measurement system and the evolution of a business improvement culture led by an enlightened general manager. The importance of the use of statistical quality control techniques by the management team to monitor impact of critical input variables on process performance is emphasized.

This paper introduces a reference model for the life cycle of a logical business unit (LBU). It goes on to explain how the model was deduced from empirical data generated during participation by the authors in a series of change management interventions in various organisations situated in the West of Scotland. Case studies are used from these interventions to illustrate how the application of reliability‐engineering concepts was used to explore the performance of business processes in delivering stakeholder value. It is recommended that “generate” “decommission” and “remedial” business processes are added to a widely used business process framework. This new framework when used for lifecycle planning of LBUs in conjunction with the LBU life cycle model can assist businesses in reliable delivery of stakeholder value.

This research paper aims to model the dynamic relationship between performance measurement, management styles and organisational culture, in order to develop a better understanding of the causal linkages between these three areas.

The related literature on performance measurement, management control systems and management information systems, in the context of organisational culture, is examined and a framework for mapping the interplay of the three areas is developed. The research is based around five case studies where performance measurement systems were implemented in action research programmes, using identical implementation methods, by the same research team. The use of the performance measurement systems was then observed over a period of time in relation to the implementation lifecycle, changes to management style and organisational structure over time. The dynamic relationships were then mapped using the framework developed. Patterns were observed, which led to new insights.

Organisational culture and management style seem to be interdependent throughout the lifecycle of the performance measurement system. That is, management styles need to evolve as the maturity of the performance measurement system and the organisational culture evolve. A successfully implemented and used performance measurement system, through cultural change, leads to a more participative and consultative management style. Similarly, the correct use of performance measurement systems can encourage an achievement culture to emerge. All five cases suggested that an authoritative management style was essential at the start but this would change with the emerging culture.

The research results are limited to five socially constructed case studies. Whilst these findings remain valid, they cannot be used for universal generalisations. In terms of modelling the organisational culture, the research focuses on the organisation as a whole and does not take into account the possible existence of sub‐cultures within the organisation.

A better understanding of management styles and organisational culture will allow practitioners to better assess the organisations' readiness to implement performance measurement systems. Similarly, the results provide guidance towards the management styles that would be appropriate when implementing performance measurement systems in different cultural settings.

The framework for modelling the dynamic relationship between performance measurement, management style and organisational culture, together with the findings, should provide useful insights and methods for future researchers in this area.

It is generally agreed that businesses perform better if they are managed through formalised, balanced and integrated performance measures. Reports on some case studies which were part of a study to explore the dynamics and relationships between performance measurement, organizational culture and management styles. A key finding of the work is that organisational culture and management style seems to be interdependent throughout the lifecycle of the performance measurement system.

This paper shares the conclusions of the authors with respect to a comparison of Beer’s viable systems model (VSM) and modern business process thinking. These conclusions have been arrived at as a result of extensive empirical research over the past five years. Modern business process thinking and the VSM provides the foundations for a viable business structure which maximises opportunities for managing agility. The paper provides a brief background to the research and explains VSM and modern business process thinking. It then goes on to demonstrate how VSM and modern business process thinking combine to provide a powerful structure for planning and managing today’s modern organisation in an uncertain and dynamic environment. In developing the theorythe paper also provides empirical evidence to support and demonstrate the application of the theory. The paper concludes with a summary of key messages and lessons learned.

Firth‐Derihon Stampings are one of the UK's leading forgings manufacturers, and, in common with many large engineering concerns, ran into difficulties in the 1970s with the world recession. In addition, they experienced understandable difficulties in controlling the logistics of manufacturing several thousands of components, all requiring high standards of quality control, and many having to go through a detailed certification process for MOD and other demanding customers. The company sought a solution in more comprehensive computerisation and initiated a thorough survey of the possible types of system that might be adopted. The considerable impact of the system on the company is traced and the company management's responses regarding its advantages are described.

National Engineers' Week takes place annually during the week of George Washington's birthday. Washington, best known as a soldier and stateman, was also a surveyor and road builder. The National Society of Professional Engineers began this tradition in 1950 with a two‐page article in The American Engineer. The society promoted Engineers Week on a national level beginning in 1951. February and March issues of The American Engineer in 1951 discussed the early celebrations of this week. The society's history (Robbins) also gives insights about the creation of this special week. Although the National Society of Professional Engineers initiated this week, other engineering organizations became involved later. At the present time, many organizations participate in the celebration. Each year, the National Society of Professional Engineers plans a particular theme for the week.

The purpose of this paper is to determine to what extent a person’s psychophysiological well-being is affected by misinformation and whether their level of information discernment has any positive or negative effect on the outcome.

Participants (n = 48) were randomly and blindly allocated to one of two groups: control group participants were told a person they were working with was a student; experimental group participants were additionally led to believe that this other participant had extreme religious views. This was both stigmatising and misinforming, as this other person was an actor. Participants completed a pre-screening booklet and a series of tasks. Participants’ cardiovascular responses were measured during the procedure.

Participants with high levels of information discernment, i.e. those who are curious, use multiple sources to verify information, are sceptical about search engine information, are cognisant of the importance of authority and are aware that knowledge changes and is contradictory at times exhibited an adaptive stress response, i.e. healthy psychophysiological outcomes and responded with positive emotions before and after a stressful task.

The findings indicate the potential harmful effects of misinformation and discuss how information literacy or Metaliteracy interventions may address this issue.

The first study to combine the hitherto unrelated theoretical areas of information discernment (a sub-set of information literacy), affective states (positive affect negative affect survey) and stress (challenge and threat cardiovascular measures).