Is there still value in strategic group research?

This paper offers a selected review of strategic group theory and seeks to explore the benefits and limitations of modern strategic group analysis within the context of the Pharmaceutical Industry. The rise and fall of strategic group research is reviewed and some suggestions advanced as to the reasons why strategic group research has often produced conflicting results, particularly with regard to the link between group membership and performance. The review concludes that strategic group research continues to offer a valuable way to classify firms by their strategy and provides some suggestions as to how future studies may avoid the pitfalls exposed by previous research.

Getting diversity at work to work:what we know and what we still don’t know

Diversity has the potential to significantly benefit organizations by leading to positive work outcomes when diversity ‘works’. Unfortunately, not only is our knowledge limited as to the necessary conditions and the mechanisms by which diversity affects individual, work performance and organizational outcomes, but we still know very little about which diversity management practices are most effective in promoting positive outcomes. We analyse the literature on diversity and its management, and describe how the seven papers included in this section advance our understanding of what organizations can do to get diversity at work to work. Our discussion points to the need for more research on how diversity at multiple levels affects work and organizational outcomes; the development of integrative theory which takes into account that diversity might not only engender separation and variety but also disparity; as well as to the need for more empirical attention to the climates or cultures that facilitate the positive effects of diversity on work and organizational outcomes. We suggest that future research should also identify those people management practices that are most powerful in the creation of a positive diversity climate, and the factors that moderate and underlie its effects on work and organizational outcomes. We conclude with proposals about how this might be achieved. © 2013 The British Psychological Society.

Does Germany still have a European vocation?

The narrative of Germany's European vocation falls into three stages. In the first stage - constituting Germany in Europe - European integration was a vital secondary arena for ensuring that the Federal Republic was able to develop economically, and to become a stable democracy. The second stage, of ever closer union accompanied by institutional export, was already evident under Helmut Schmidt, but became really manifest during the Kohl Chancellorship, reaching a high point in the early 1990s. In the post-Kohl third stage the European vocation persists, but has been very much scaled back. © 2010 Association for the Study of German Politics.

Industrial policy, FDI and employment:Still 'missing a strategy'

This paper contrasts the effects of trade, inward FDI and technological development upon the demand for skilled and unskilled workers in the UK. By focussing on industry level data panel data on smaller firms, the paper also contrasts these effects with those generated by large scale domestic investment. The analysis is placed within the broader context of shifts in British industrial policy, which has seen significant shifts from sectoral to horizontal measures and towards stressing the importance of SMEs, clusters and new technology, all delivered at the regional scale. This, however, is contrasted with continued elements of British and EU regional policy which have emphasised the attraction of inward investment in order to alleviate regional unemployment. The results suggest that such policies are not naturally compatible; that while both trade and FDI benefit skilled workers, they have adverse effects on the demand for unskilled labour in the UK. At the very least this suggests the need for a range of policies to tackle various targets (including in this case unemployment and social inclusion) and the need to integrate these into a coherent industrial strategy at various levels of governance, whether regional and/or national. This has important implications for the form of any 'new' industrial policy.

The EU and democratic leverage:are there still lessons to be learnt from the Spanish transition to democracy?

The issue of conditionality and how the EU should seek to influence positive transformations in its periphery is as relevant today as it was in the early 1990s. There are some important lessons that can still be learned from the Spanish transition to democracy in this respect. By combining strict conditionality with its ‘normative power’, the European Community managed to shape—if not make—the Spanish transition to democracy. The consensus surrounding European integration worked as a unifying factor amongst all of the elite groups by giving them a common goal. This broad consensus ensured that no elite group could act in the sort of irresponsible way that could jeopardise the democratisation process and, by inference, the integration of Spain with the Community. At the same time, the EC worked as a sort of moderating force. Neither of these positive effects would have occurred had the EC not used its leverage potential and remained firmed in its stance of conditioning accession to Spain taking clear steps towards democratisation.

Rethinking change:downsizing businesses, changing behaviours and still managing to come out on top

As an indicator of global change and shifting balances of power, every September in Dalian, China, the World Economic Forum meets. The subject in 2011 – Mastering Quality Growth. On the agenda is pursuing new frontiers of growth linked to embracing disruptive innovation. With growth coming from emerging markets, and European and North American economies treading water, many firms in the West are facing the reality of having to not just downsize but actually close manufacturing operations and re-open them elsewhere, where costs are lower, to remain competitive. There are thousands of books on “change management”. Yet very few of these devote much time to downsizing preferring to talk about re-engineering or restructuring. What lessons are available from the past to achieve a positive outcome from what will inevitably be something of a human, as well as an economic, tragedy. The authors reached three fundamental conclusions from their experience and research in facility closure management within Vauxhall, UK: put your people first, make sure you keep running the business and manage your legacy. They devlop the ideas into a new business model linked to the emotions of change.

Ecosystem Structure and Function Still Altered Two Decades After Short-Term Fertilization of a Seagrass Meadow

An oligotrophic phosphorus (P) limited seagrass ecosystem in Florida Bay was experimentally fertilized in a unique way. Perches were installed to encourage seabirds to roost and deliver an external source of nutrients via defecation. Two treatments were examined: (1) a chronic 23-year fertilization and (2) an earlier 28-month fertilization that was discontinued when the chronic treatment was initiated. Because of the low mobility of P in carbonate sediments, we hypothesized long-term changes to ecosystem structure and function in both treatments. Structural changes in the chronic treatment included a shift in the dominant seagrass species from Thalassia testudinum to Halodule wrightii, large increases in epiphytic biomass and sediment chlorophyll-a, and a decline in species richness. Functional changes included increased benthic metabolism and quantum efficiency. Initial changes in the 28-month fertilization were similar, but after 23 years of nutrient depuration T. testudinum has reestablished itself as the dominant species. However, P remains elevated in the sediment and H. wrightii has maintained a presence. Functionally the discontinued treatment remains altered. Biomass exceeds that in the chronic treatment and indices of productivity, elevated relative to control, are not different from the chronic fertilization. Cessation of nutrient loading has resulted in a superficial return to the pre-disturbance character of the community, but due to the nature of P cycles functional changes persist.

Drive-Thru Hot Beverages: Still a Risk?

Stella Liebeck brought to light the risk for operators who serve hot beverages through their drive-thru windows when she successfully sued McDonald’s in 1994 for the burns she received when coffee spilled in her lap. The current study replicated 1998 research on a national level, where 1,585 coffee temperatures collected from drive-thru windows were analyzed to determine if operators had lowered their coffee temperatures as a result of this widely-publicized case.

Cuba : Trapped by history – Still?

Peer reviewed

Running to stand still: late modernity's acceleration fixation

That we live in a time of unprecedented and ever-increasing change is both a shibboleth of our age and the more-or-less explicit justification for all manner of “strategic” actions. The seldom, if ever, questioned assumption is that our now is more ephemeral, more evanescent, than any that preceded it. In this essay, we subject this assumption to some critical scrutiny, utilizing a range of empirical detail. In the face of this assay we find the assumption to be considerably wanting. We suggest that what we are actually witnessing is mere acceleration, which we distinguish as intensification along a preexisting trajectory, parading as more substantive and radical movement away from a preexisting trajectory. Deploying Deleuze's (2004) terms we are, we suggest, in thrall to representation of the same at the expense of repetition of difference. Our consumption by acceleration, we argue, both occludes the lack of substantive change actually occurring while simultaneously delimiting possibilities of thinking of and enacting the truly radical. We also consider how this setup is maintained, thus attempting to shed some light on why we are seemingly running to stand still. As the Red Queen said, “it's necessary to run faster even to stay in the one place.”