An Undeveloped Subject The Interaction between Environment and StrategyYu Wong, Yim; Maher, Thomas E.
1993 Management Research News
doi: 10.1108/eb028265
Strategic management thinking emerged in the 1930s Steiner, 1969, and developed significantly in the 1940s. An identifiable body of literature began to appear in the 1950s and increased significantly, so much so that strategic management became a separate discipline in the 1970s. Over these years, two main themes were pursued 1 process and 2 content. A third theme, structure sometimes referred to as organisation, received less attention, probably because of its overlap with process and content, and because its parameters have been difficult to identify.
Towards Management of Physical Stress in WorkplacesWaikar, A.; Lee, K.; Blalock, M.
1993 Management Research News
doi: 10.1108/eb028266
Several industrial tasks and workplaces involve sedentary work andor constrained postures which impart static loads on the neck, back, shoulders and upper extremities. Examples of such tasks are jobs involving bending holding loads or tools operations which require arms to be lifted prolonged standing or sitting bending the head strongly downwards or upwards and lifting the shoulders Grandjean, 1983. These loads in turn cause musculoskeletal physical stress on the worker's body, which can be excessive and can result in discomfort and pain Torner et al., 1991. In recent years, an increasing concern has emerged about such excessive musculoskeletal stress in workplaces Grandjean et al., 1982 Ostberg and Moss, 1984. This concern has led to research in this area and subsequent recommendations for improving work stations to reduce or alleviate musculoskeletal stress. Other techniques such as using physical exercises specifically muscular relaxation and stretching may also be helpful in achieving this goal. It is expected that minimising this stress would result in better morale, reduced injuries and discomfort, lower absenteeism and turnover, and reduced errors, thus leading to better productivity in industry.
The Role of the Interview in the Performance Appraisal ProcessPhillips, Carl R.; Cappel, Sam D.; Steiner, Dirk D.
1993 Management Research News
doi: 10.1108/eb028267
Unquestionably, the appraisal interview is a significant part of the performance appraisal process. It is in this formal interview that feedback on subordinate performance is communicated, salarypromotion discussions are held, ways of correcting performance deficiencies are discussed, training and development needs are explored, and future work goals and objectives are delineated Eichel & Bender, 1984 Pratt, 1985.
In Search of Excellence in the Mexican Restaurant IndustrySauceda, Arthur M.; Kleiner, Brian H.
1993 Management Research News
doi: 10.1108/eb028268
The Mexican restaurant industry in Southern California has flourished in the past. However, due to currently tough economic times and the overabundance of Mexican restaurants, it has now become much more difficult to run a successful Mexican restaurant. The majority of the Mexican restaurants that will survive are those that are managed for excellence. For the purposes of this article and since sufficient resources were not available to take indepth looks at income statements, balance sheets, 10 year histories, etc., an excellent Mexican restaurant is classified as one that has been around for at least 10 years, is expected to remain in business, and there is at least a small chain of these restaurants.
Anomalies in Annual Accounting NumbersAlDarayseh, Musa
1993 Management Research News
doi: 10.1108/eb028269
Annual accounting numbers are used in different ways by researchers and investors. Besides the obvious regulatory uses of accounting numbers in financial institutions and public utilities, researchers and investors uses annual accounting data in forming their expectations about the future prospects of enterprises. Watts and Zimmerman 1990 stated that researchers also uses financial accounting data to investigate differences in investment opportunity sets, accounting policies, contracting costs, organisational structures, and financial polices.