SoM Working and Occasional Papers
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Item Open Access The 1988 Local Government Act and compulsory competitive tendering(1990) Parker, DavidItem Open Access The 2002 Female FTSE Report: Women Directors moving Forward(2002-11-01T00:00:00Z) Singh, Val; Vinnicombe, SusanFTSE 100 COMPANIES THE GOOD NEWS: After two years of slippage, there is evidence that companies are again taking advantage of the diversity and talent that women directors can bring to their boards, by appointing new women. 61 companies now have women directors, up from 57 companies in 2001, but still not yet reaching the post-election “mini-boom” year 1999 when 64 companies had female directors. It is good to see that more companies have women executive directors, who now hold 3% of all executive board seats. In fact, women executive director numbers have increased by 50% since last year, up from 10 to 15. THE BAD NEWS: 88 of the UK’s top 100 companies still have no women executive directors. Chairmen and CEOs must take more responsibility for recruitment and development of their corporate talent pool to include women and diverse groups, to improve decision- making and bring variety and new voices into the boardroom. Indirectly, women directors act as powerful role models to younger, more junior female manItem Open Access 30 years on - what have we learned about careers?(1996-01-01T00:00:00Z) Adamson, Stephen; Doherty, Noeleen; Viney, C.In everyday conversation, the term ‘career’ is generally understood to refer to the sequence of work-related experiences an individual has over the course of their working lifetime. For many people, a ‘career’ is distinct from a job’, since it also conjures up images of steady, even logical, progression up organisational hierarchies. It is not simply about what one does for a living, but about what an individual has done, does now, and might do in the future; the notion of career therefore embraces the dimension of time. In the light of widespread organisational restructuring and economic uncertainty since the late eighties, many of the taken for granted assumptions which have underpinned traditional notions of career, and in particular the organisational career, no longer seem valid. Both individuals and organisations are finding it increasingly difficult to conceptualise the idea of a logical ( long term) sequence of work-related experiences; there is no longer a clear and mutual understanding of what the career means to both individuals and organisations. This paper argues that both individuals and organisations can meaningfully redefine the notion of career by reconsidering its broader theoretical undeItem Open Access Academic entrepreneurs?(1989) Birley, Sue; McMullen, Ed; Myers, AndrewEntrepreneurial education has exploded over the past ten years in both the United States and the United Kingdom. In the USA there are now more than 50 institutions seeking academics to fill endowed posts; in the UK, there are more than 200 courses in small business in institutions of Higher and Further Education. The reasons for the growth has been essentially the same in both countries - in time of economic decline, with large firms shedding labour, new firms and small firms have been seen as a significant strand in future strategies. As a result, academic institutions have been forced to respond to a demand from both students and potential entrepreneurs, a demand fanned by a growing band of “academic entrepreneurs” . . . ..but are they?Item Open Access Achieving high response rates : a survey of postal research(1989) de Chernatony, LeslieItem Open Access Acting on information: Performance management for the public sector(2006-07-01T00:00:00Z) Neely, Andrew; Micheli, Pietro; Martinez, VeronicaThis briefing examines how public sector organisations can use performance data more effectively to support decision-making and produce improvements in organisational performance. In particular it looks at the challenge of converting performance data into insights and then acting on those insights. Drawing on the academic literature, as well as some notable case studies from the private sector, we have identified five key ‘best practice’ lessons for organisations that want to extract greater insight from their performance data and to ensure that those insights are actedItem Open Access The admission of mature adult students to executive MBA programmes(1990) Elkin, GrahamItem Open Access After sales service in UK manufacturing(Cranfield School of Management, 1988-04) Clark, GrahamItem Open Access After sales support strategy(1990) Armistead, ColinItem Open Access After sales support strategy : a research agenda(1991) Clark, GrahamItem Open Access Agility and flexibility: what's the difference?(1996) Baker, JohnThere is growing interest in the concept of “agile organisations” amongst management practitioners and academics. Early publications have been largely practitioner-oriented and have been at pains to claim that this is a new idea, with fundamental differences to other concepts such as flexibility and lean production. However, there has been little direct explanation of what these differences actually are. A particular area of confusion appears to be over the difference between “agility” and the established concept of “flexibility”, a confusion which this paper starts to attempt resolving.Item Open Access Aligning HRM with service delivery(1997) Viney, ClaireItem Open Access The application of foresight in UK research and development(1997) Hambly, MarkItem Open Access Item Open Access An appraisal of media weight tests(Cranfield school of Management, 1973-10) Corkindale, David; Kennedy, SherrilThis report considers the topic of media weight testing: that is,the examination of the effect of different levels of media advertising spending on behaviour in the market. In a simple test, for example, the level of expenditure is increased above normal in one area and the sales, brand shares or attitudes in that area are compared to those in other, comparable areas where normal weights of advertising are maintained. Although media weight tests are a much practised marketing exercise they would seem rarely to produce conclusive, or useful results. The MCRU has found that within the body of experiences of Sponsor companies only about one in twenty media weight tests have produced conclusive results. Similarly, discussion with other market researchers has suggested the same order of magnitude for the success ration. Also a study reported by Clancy (1972,1638) suggests the situation is not much better in the U.S.A. In order to formulate guidelines for successfully conducting media weight tests, it is necessary to establish, illustrate and understand the reasons giving rise to the usual failures. These reasons can be categorised in two ways: A - statistical, quantifiable reasons B - conceptual and managerial reasons, which tend to be less easily quantifiable After the problem has been defined, this report is set out in three parts:¬ Part A considers and establishes why the circumstances of the market place may render it unlikely that many media weight tests will produce any detectable changes in the market place; Part B considers the market and organisational context in which this sort of exercise is usually conducted and against which it has to be assessed; and Part C discuss the implications of these findings and presents guidelines for successful media weight tests.Item Open Access Approaching acquisitions strategically(1988) Payne, AdrianItem Open Access The appropriateness of incentives for small scale enterprise location in less developed areas(1987) Ramachandran, KavilItem Open Access Assessing and managing the risks of IS/IT investment(1992) Ward, JohnItem Open Access Assessing organisational effectiveness(1988) Steele, MurrayItem Open Access Assessing the costs of logistics service(1987) Christopher, Martin