The standard dictionary of facts; history, language, literature, biography, geography, travel, art, government, politics, industry, invention, commerce, science, education, natural history, statistics, miscellany; a practical handbook of ready reference based upon everyday needs,

Mode of access: Internet.

The standard dictionary of facts;, history, language, literature, biography, geography, travel, art, government, politics, industry, invention, commerce, science, education, natural history, statistics and miscellany; a practical handbook of ready reference based upon everyday needs,

Mode of access: Internet.

Travel and adventure in South-East Africa; being the narrative of the last eleven years spent by the author on the Zambesi and its tributaries; with an account of the colonisation of Mashunaland and the progress of the gold industry in that country,

"Some chapters of this book have already appeared in print in the shape of articles to the Field newspaper." Pref., p. ix.

Assessing Union Strategies in Indonesian Telecommunications Industry

This article explores the implementation of a comprehensive model of union strategy,consisting of union aims, union methods, union tactics, and level of decision-making (Gahan 1998). The analysis further employs the framework of Boxall and Haynes (1997) to assess the dominant strategy pattern of the unions. Empirical data are provided from a survey of seven national enterprise unions in the telecommunications industry in Indonesia. Research findings reveal that consultancy unionism is playing important roles in explaining the relationships among unions, workers, and employers. This pattern of strategy places more emphasis on servicing and limited partnership with employers. The stronger organising solidarity from their members may improve their partnership in the interest of union survival facing tough competition in the telecommunications business.

Success strategies in the Chinese chemical industry: a survey and case study investigations

The chemical industry in China is facing fierce competition and exposure to market forces as a result of changes in the country's economic policy. The Chinese government has applied administrative actions rather than simply relying on market forces to address the changing dynamics. It has attempted to privatise state-owned chemical enterprises (SOCEs) by corporatisation, coupled with industrial restructuring by merging individual state-owned enterprises into groups. Based on a quantitative survey in combination with case studies of two Chinese chemical enterprises, this paper concludes that in this industry building competences is more effective than privatisation and restructuring to improve performance.

Strategies for performance improvement in the Chinese chemical industry:evidence from case study investigations

Purpose – This paper sets out to explore the proposition that building competences is more effective than privatisation and restructuring to improve performance in the Chinese chemical industry. Design/methodology/approach – Case study research has been undertaken in the Chinese chemical industry. The two case companies provide representative data on the factors under investigation. The case investigations that are described were complemented by a survey, the results of which have been reported elsewhere. Findings – Results obtained from the research show that privatisation of Chinese state-owned enterprises is not always an effective strategy to improve performance. In the case study companies, the development of core competences was more effective in enhancing performance. Research limitations/implications – The research results are limited by the scope of the study, which was carried out in the Chinese chemical industry. They are also based on in-depth case investigations in only two companies, but are supported by a large-scale survey reported elsewhere. The results have implications for academic researchers interested in China's privatisation programme. Practical implications – The research has practical implications for companies outside China that are considering collaborative operations with Chinese companies or investing in joint ventures. It also has implications for suppliers or customers of Chinese companies. Originality/value – The paper is based on original case study investigations carried out in Chinese enterprises and is supported by a survey of representative companies in China's chemical sector. Value is derived from understanding the basis of improved performance in the companies studied.

Market-driven strategies and the design of flexible production systems: evidence from the electronics industry

Links the concept of market-driven business strategies with the design of production systems. It draws upon the case of a firm which, during the last decade, changed its strategy from being “technology led” to “market driven”. The research, based on interdisciplinary fieldwork involving long-term participant observation, investigated the factors which contribute to the successful design and implementation of flexible production systems in electronics assembly. These investigations were conducted in collaboration with a major computer manufacturer, with other electronics firms being studied for comparison. The research identified a number of strategies and actions seen as crucial to the development of efficient flexible production systems, namely: effective integration of subsystems, development of appropriate controls and performance measures, compatibility between production system design and organization structure, and the development of a climate conducive to organizational change. Overall, the analysis suggests that in the electronics industry there exists an extremely high degree of environmental complexity and turbulence. This serves to shape the strategic, technical and social structures that are developed to match this complexity, examples of which are niche marketing, flexible manufacturing and employee harmonization.

Identifying innovation strategies:insights from the greek food industry

This paper emphasizes on the concept of innovation which is more and more nowadays recognized as of significant importance for all companies across different business sectors. The paper initially provides a review of the innovation literature in terms of types, classifications, and sources of innovation that have been proposed over time. Then, innovation in the context of the food industry is examined and it is attempted to identify innovation strategies followed by Greek food companies based on a value driven approach of innovation. The paper finally, provides insights from eight Greek food companies, which were selected from four subsectors: fruit and vegetables, dairy products, meat products (cured meats), and bakery products. The criterion used for the selection was market success and outstanding performance (e.g. market share, achieved results). Evidence indicates that companies tend to innovate along the dimension of offerings, which is more related to the traditional view of product and process innovation.

Az autóipar szerkezeti átrendeződése – Vállalati stratégiák és a válság hatásai (Structural change in the automotive industry – corporate strategies and the impact of the crisis)

Az írás a globális értékláncok élén álló autóipari cégek világgazdasági válságra adott reakcióit foglalja össze. Megállapítja, hogy a válságnak messze nincs vége: az iparág globális átrendeződése folytatódik. A globális értékláncokba sikeresen betagozódott közép-európai autóipari klaszter ezeknek a folyamatoknak mindmáig nyertese volt. Számolni kell azonban azzal, hogy továbbra is sok a technológiai és a piaci bizonytalanság: az új szereplők belépése, új üzleti modellek elterjedése hosszabb távon felboríthatja a jelenlegi status quo-t, és veszélyeztetheti a hagyományos autóipari befektetőiket munkabér-alapú versenyképességgel megtartani próbáló közép- és kelet-európai országok pozícióit. Az autóipari működő tőkét fogadó közép-kelet-európai országok számára hosszabb távon veszélyt jelenthet az autóipari üzleti modellek átalakulása, a gyártás teljes kiszervezése komplex gyártási szolgáltatást vállaló cégekhez, mivel ez esetben az értéklánc vezető vállalatai bezárhatják a régióban működő gyártóbázisaikat. Az értékláncok élén álló globális cégek „menekülés a minőségbe” stratégiája helyi szinten is követhető, követendő, a működő tőkét fogadó országok versenyképessége kizárólag a helyi leányvállalatok állandó „feljebb lépésével” tartható fenn. ______ This paper summarizes lead firms’ reactions to crisis in global automotive value chains. The paper advances five theses. Author argues that crisis is not over yet, the global restructuring of the industry continues. Actors in the CEE automotive cluster have successfully become integrated into global value chains and have thereby been the winners of past restructuring processes. Nevertheless, technological and market uncertainties prevail: entry of new economic actors and the diffusion of new business models may, in the long run, disrupt the current status quo and jeopardise the world economic position of CEE countries that have been relying solely on their labour cost advantages to sustain direct investment inflows in their automotive industries. In the long run the automotive industries of Central and Eastern European (CEE) economies may become threatened by the transformation of the prevailing automotive business model, the outsourcing of manufacturing and related support activities to complex manufacturing services providers, which could lead to the closure of lead firms’ manufacturing facilities in CEE. Lead firms’ increased focus on high quality high value adding activities strategy can and should be followed by local subsidiaries through a continuous strive for upgrading.

Impact of Substance Abuse: Human Resource Strategies for the Hospitality Industry

No hospitality organizations are immune from the negative effects of substance abuse in the workplace. Ownters and managers must confront the problem head on and, in order to accomplish this, they must be in possession of the facts regarding the problem, and regarding options for dealing with the problem in the most appropriate manner for their individual organizations. The authors include an assessment of this problem as well as a summary review of procedures for positive management of a potentially negative situation.

Risk Management Strategies for the Hospitality Industry

Does your organization integrate the management of risk and opportunity Have you evaluated non-traditional risk exposures? These are critically important questions as today's increasingly complex business environment exposes hospitality companies to numerous risks.

Travel Marketing: Industry Relationships and Benefits

In the discussion - Travel Marketing: Industry Relationships and Benefits - by Andrew Vladimir, Visiting Assistant Professor, School of Hospitality Management at Florida International University, the author initially states: “A symbiotic relationship exists among the various segments of the travel and tourism industry. The author has solicited the thinking of 37experts and leaders in the field in a book dealing with these relationships and how they can be developed to benefit the industry. This article provides some salient points from those contributors.” This article could be considered a primer on networking for the hospitality industry. It has everything to do with marketing and the relationships between varied systems in the field of travel and tourism. Vladimir points to instances of success and failure in marketing for the industry at large. And there are points of view from thirty-seven contributing sources here. “Miami Beach remains a fitting example of a leisure product that has been unable to get its act together,” Vladimir shares a view. “There are some first class hotels, a few good restaurants, alluring beaches, and a splendid convention center, but there is no synergism between them, no real affinity, and so while visitors admire the Fontainebleau Hilton and enjoy the food at Joe's Stone Crabs, the reputation of Miami Beach as a resort remains sullied,” the author makes a point. In describing cohesiveness between exclusive systems, Vladimir says, “If each system can get a better understanding of the inner workings of neighboring related systems, each will ultimately be more successful in achieving its goals.” The article is suggesting that exclusive systems aren’t really exclusive at all; or at least they shouldn’t be. In a word – competition – drives the market, and in order for a property to stay afloat, aggressive marketing integrated with all attendant resources is crucial. “Tisch [Preston Robert Tisch, currently – at the time of this writing - the Postmaster General of the United States and formerly president of Lowe’s Hotels and the New York Visitors and Convention Bureau], in talking about the need for aggressive marketing says: “Never...ever...take anything for granted. Never...not for a moment...think that any product or any place will survive strictly on its own merits.” Vladimir not only sources several knowledgeable representatives in the field of hospitality and tourism, but he also links elements as disparate as real estate, car rental, cruise and airlines, travel agencies and traveler profiles to illustrate his points on marketing integration. In closing, Vladimir quotes the Honorable Donna Tuttle, Undersecretary of Commerce for Travel and Tourism, “Uniting the components of this industry in an effective marketing coalition that can compete on an equal footing with often publicly-owned foreign tourism conglomerates and multi-national consortia must be a high priority as the United States struggles to maintain and expand its share of a rapidly changing global market.”

A New Vision: U.S Travel and Tourism Industry

Greg Farmer, U.S. Under Secretary of Commerce for Travel and Tourism, envisions a new proactive role for travel and tourism in the U.S. He has written this article especially for the FIU Hospitality Review.