What does your human resources department do? More particularly, what should it be doing? A recent survey of more than 1,000 human resources and employee relations executives in North America sheds light on these and other questions.

US business will spend more than $30 billion on training this year. But will organizations get value for money? Argues that the criteria against which training effectiveness is measured should be changed to reflect the changing demands made on the training function.

Puts forward an “ideal Islamic administration model” (based on Islamic principles “synthesized with modern thought”), explains the role of the Islamist as change agent and outlines the sources, process, outcome, implementation methods and end results of administrative development in...

Based on fieldwork in Zhejiang 2000/01, the paper analyses the processes and mechanisms that shape China’s new private sector. The paper argues that the development of the private sector is characterised by the on‐going interaction between local jurisdictions, networks and entrepreneurs. The...

Mainstream literature on long‐term performance of initial public offerings focuses on long‐term underperformance. Because underperformance is an anomalous phenomenon, many authors search for explanations based on financial market imperfections. More recently, however, the attention shifts...

Measuring the financial performance and contribution of marketing activity is a challenge increasingly faced by marketers globally. In this paper, we consider the potential effects of intra‐organisational change, particularly employee turnover or “churn”, on the measurable financial...

Because conventional financial reporting failed to prevent savings and loans crisis of 1988, the market value concept became popular. To see if CEO changes affect “how much companies are worth if sold” Fortune 500 corporations were examined from 1997 to 2002. The findings show that companies...

A number of issues which are relevant to the introduction of marketing planning into a medium‐sized product‐oriented engineering business are addressed. In addition how a tailor‐made management development programme can be used as a means of stimulating and facilitating the individual and...

Examines how R&D can learn to market itself. Draws on four intensive case studies of in‐house and independent laboratories to argue that developing this capability requires pervasive organizational change, which goes beyond the introduction of marketing specialists and the creation of...

The hypothesis that broadly defined managerial functions can be subdivided on the basis of their members′ internal and external task orientations, and that the resulting subfunctions are, respectively, predominantly “adaptive” or “innovative” in terms of Kirton′s...