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This paper aims to investigate the implications and impact from the implementation of European Working Time Directive (EWTD) compliant working patterns (the introduction of shifts) on doctors.

A qualitative, case study based research method was used. Data collection involved: the application of semi‐structured, open‐ended interviewing to elicit information based upon categories defined from the literature survey; follow‐up conversations with many interviewees; participant observation; thematic coding and analysis of the results.

Shifts are here to stay. All doctors interviewed acknowledged that, but there was a general feeling of minimal flexibility in the system. A recurrent theme when asked how things could be improved was to split‐up the week of night shifts into two shorter periods. Some doctors, particularly those working full‐time with small children, already split their weekends in order to spend time with their family.

The methodology applied was appropriate, generating ample data to facilitate discussion and from which to draw specific conclusions. A perceived limitation is the single case approach; however Remenyi argues this can be enough to add to the body of knowledge.

The research generated suggestions for how shifts could be scheduled to make them more palatable for those who work them. Specific recommendations for future research are made.

The research questions of the paper draw out the personal implications for doctors of their employers' adherence to the implementation of EWTD.

The purpose of this paper is to describe an investigation into collection and measurement of cost of quality, explaining how this information was presented and used for business improvement in a footwear company.

An action research methodology was adopted. The research involved: review of available COQ literature; identification of cost categories; adoption and trial of cost collection systems.

Quality costing can only be used as a management tool if the data presented is both accurate and valid. This is limited by availability of required information and necessary expertise and resources to gather and analyse such information. Careful development of the cost model and a transparent, agreed methodology for employing it is essential.

The methodology applied was appropriate, generating data to facilitate discussion and draw specific conclusions from. A perceived limitation is the single case approach; however, this can be enough to add to the body of knowledge.

Guidelines for quality cost collection and analysis are presented. The methodology developed is being used elsewhere within the same corporate group.

The paper describes how one company effectively used COQ to produce focused data for decision making. It demonstrates that COQ can focus efforts to improve business performance.

Historically, the Further Education (FE) sector has always occupied the hinterland between the policy-heavy landscape that characterises the compulsory education sector and the fiercely independent Higher Education sector. Originally formed to give those who had not fully benefitted from their school education the opportunity to learn new skills and to be given a ‘second chance’, it gradually evolved into something that encompassed a far wider purpose of widening participation in education and also the promotion of social mobility. Because of this, the educational imperative has always featured strongly within the sector.

Recently this has been challenged by a shift to a more market-based approach that stresses neoliberalism, competition between providers and an economic imperative which can conflict with the original aims of the sector.

The sector has also increasingly been used to deliver government priorities, and given the quixotic nature of much of education policy, this has meant that the sector is required to be agile and responsive to a multitude of challenges. The colleges used as the two case studies in this chapter show that while it is important to ensure that the external metrics are met, if funding is available, then it is still possible to balance the educational imperative with the economic imperative with clear leadership and a strict focus on the college’s vision for their role within the sector. This means that the widening participation agenda can still be met, even if numerous barriers are put in the way.

The Archers is a much-loved soap opera which relies entirely on audio outputs: on actors speaking and listeners listening. Despite this, many silent characters populate the drama. In fact, from Rosaline in Shakespeare’s Romeo and Juliet to Godot in Beckett’s Waiting for Godot, and not forgetting Tracey the barmaid in Eastenders, silent characters have long played a crucial role in dramatic productions, an influence all the more acutely felt if they are unseen as well as unheard. Therefore, using key examples of silent characters, and with reference to Freda Fry in particular, I discuss the expanding role and influence of the silent characters in The Archers. In addition, by invoking philosophies of language and silence, I will suggest they have an influence and potency in the storylines that speaking actors should envy, and that Freda Fry reigns supreme over all others.

The purpose of this paper is to review recent developments in online marketing strategy which demonstrate the growing power of online communities in building brand reputations and customer relationships.

The work draws upon the results of an ongoing research project which is investigating the use of new technologies by entrepreneurial businesses in the London area. A range of examples from our 30 case study businesses are drawn upon to illustrate some of the opportunities and threats associated with these new marketing priorities.

We conclude that social networks will play a key role in the future of marketing; externally they can replace customer annoyance with engagement, and internally they help to transform the traditional focus on control with an open and collaborative approach that is more conducive to success in the modern business environment.

Further research should aim to track this activity as it integrates with more mainstream marketing over time.

Developments in the technologies themselves, as well as a reduction in costs, will mean that more and more information will be available to consumers. This results in unprecedented levels of transparency of dealings between businesses and their customers. A key challenge when engaging customers through these social networks is how to give away power and control while at the same time avoiding embarrassment to the company.

The paper provides practical guidance on the opportunities and threats associated with marketing through social networks, based on lessons learned from “early adopters”.

The authors review recent developments in online marketing strategy that demonstrate the growing power of online communities in building brand reputations and customer relationships.

This work draws upon the results of an ongoing research project that is investigating the use of new technologies by entrepreneurial growing businesses in the London area. A range of examples from our 30 case study businesses are drawn upon to illustrate some of the opportunities and threats associated with these new marketing priorities.

The authors conclude that social networks will play a key role in the future of marketing; externally they can replace customer annoyance with engagement, and internally they help to transform the traditional focus on control with an open and collaborative approach that is more conducive to success in the modern business environment.

Further research should aim to track this activity as it integrates with more mainstream marketing over time.

Developments in the technologies themselves, as well as a reduction in costs, will mean that more and more information will be available to consumers. This results in unprecedented levels of transparency of dealings between businesses and their customers. A key challenge when engaging customers through these social networks is how to give away power and control while at the same time avoiding embarrassment to the company.

The paper provides practical guidance on the opportunities and threats associated with marketing through social networks, based on lessons learned from “early adopters”.

The aim of this review and of the papers in this special issue is to critically examine different approaches to teaching operations management (OM) in order to provoke and stimulate educators within the discipline.

The papers within this special issue include empirical assessments of a problem‐based learning enterprise resource planning (ERP) simulation; a computer‐based learning tool for material requirements planning (MRP); a simulation of assembly operations; an operations strategy innovation game; an extension of the production dice game; an experiential teaching method in different class settings; and problem‐based assessment methods in OM. A variety of data are used to support these empirical studies, including survey, interview, and observational data.

The papers within the special issue support the argument that OM is well‐suited to more applied methods of teaching focusing on the application of subject knowledge to real‐life situations through a variety of techniques.

It is hoped that this review and the papers within this special issue act to stimulate educators to re‐evaluate their approaches to teaching OM and encourage them to consider adopting experiential teaching methods, business simulations, role‐plays, group exercises, live cases, and virtual learning environments, instead of, or in addition to, the more conventional lectures that typically dominate many OM modules around the world.

A special issue on teaching OM appears timely given the significant changes to both the university landscape and to the nature of the discipline that we have witnessed over the last quarter of a century.

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.