Work StudyTable of Contents for Work Study. List of articles from the current issue, including Just Accepted (EarlyCite)https://www.emerald.com/insight/publication/issn/0043-8022/vol/52/iss/7?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestWork StudyEmerald Publishing LimitedWork StudyWork Studyhttps://www.emerald.com/insight/proxy/containerImg?link=/resource/publication/journal/54df3baef130c81e6ae8432a2567320a/UNKNOWNhttps://www.emerald.com/insight/publication/issn/0043-8022/vol/52/iss/7?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe relationship between trust and team performancehttps://www.emerald.com/insight/content/doi/10.1108/00438020310502633/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestSuggests that teamworking is a critical success factor for most organizations. The study reported in this paper sought to investigate the relationship between the level of trust between members of a workteam and the performance of that team. The study involved 148 members of 28 teams across four organisations. Suggests that though there is a relationship between trust and performance (which was found to be particularly strong within two of the organizations), there are other factors at play. Suggests a number of factors which require further investigation.The relationship between trust and team performance
Ferda Erdem, Janset Ozen, Nuray Atsan
Work Study, Vol. 52, No. 7, pp.337-340
Suggests that teamworking is a critical success factor for most organizations. The study reported in this paper sought to investigate the relationship between the level of trust between members of a workteam and the performance of that team. The study involved 148 members of 28 teams across four organisations. Suggests that though there is a relationship between trust and performance (which was found to be particularly strong within two of the organizations), there are other factors at play. Suggests a number of factors which require further investigation. ]]>
The relationship between trust and team performance10.1108/00438020310502633Work Study2003-12-01© 2003 Ferda ErdemJanset OzenNuray AtsanWork Study5272003-12-0110.1108/00438020310502633https://www.emerald.com/insight/content/doi/10.1108/00438020310502633/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
Training for design of experimentshttps://www.emerald.com/insight/content/doi/10.1108/00438020310502642/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestMany industrial engineers perform one‐factor‐at‐a‐time (OFAT) experiments to examine situations of process improvement and for problem‐solving activities. However, OFAT experiments can prove to be inefficient and unreliable, leading to false optimal conditions. Moreover, they often consist largely of “trial and error”, relying on luck, intuition, guesswork and experience for their success. Design of experiments (DOE) takes an alternative, more structured approach. DOE is a powerful technique for discovering a set of process or design variables which are most important to the process/product/system and then assisting experimenters to determine at what levels these variables should be set/kept to optimise performance. In order to demonstrate the power of designed experiments over the traditional OFAT approach, the authors use a simple catapult experiment. They suggest that such an experiment could act as a powerful weapon in the training of engineers and managers who might be intimidated by a more “up front” statistical approach.Training for design of experiments
Jiju Antony, Tzu‐Yao Chou, Sid Ghosh
Work Study, Vol. 52, No. 7, pp.341-346
Many industrial engineers perform one‐factor‐at‐a‐time (OFAT) experiments to examine situations of process improvement and for problem‐solving activities. However, OFAT experiments can prove to be inefficient and unreliable, leading to false optimal conditions. Moreover, they often consist largely of “trial and error”, relying on luck, intuition, guesswork and experience for their success. Design of experiments (DOE) takes an alternative, more structured approach. DOE is a powerful technique for discovering a set of process or design variables which are most important to the process/product/system and then assisting experimenters to determine at what levels these variables should be set/kept to optimise performance. In order to demonstrate the power of designed experiments over the traditional OFAT approach, the authors use a simple catapult experiment. They suggest that such an experiment could act as a powerful weapon in the training of engineers and managers who might be intimidated by a more “up front” statistical approach.]]>
Training for design of experiments10.1108/00438020310502642Work Study2003-12-01© 2003 Jiju AntonyTzu‐Yao ChouSid GhoshWork Study5272003-12-0110.1108/00438020310502642https://www.emerald.com/insight/content/doi/10.1108/00438020310502642/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
An overview of frequently used performance measureshttps://www.emerald.com/insight/content/doi/10.1108/00438020310502651/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestPerformance measures are often used to increase the competitiveness and profitability of manufacturing companies through the support and encouragement of productivity improvements. This paper reviews the most frequently used performance measures to identify their strengths and weaknesses and the situations in which they are most appropriately deployed. The performance measures under review are compared in terms of how easily they are derived from strategic objectives, how easy they are to understand and whether they help form a long‐term view of performance. Suggests that it is important to select performance measures to match the situation in which they are to be used; more importantly, it is necessary to combine various types of performance measure to provide a fair complete and balanced view of a company or the operations under evaluation.An overview of frequently used performance measures
Stefan Tangen
Work Study, Vol. 52, No. 7, pp.347-354
Performance measures are often used to increase the competitiveness and profitability of manufacturing companies through the support and encouragement of productivity improvements. This paper reviews the most frequently used performance measures to identify their strengths and weaknesses and the situations in which they are most appropriately deployed. The performance measures under review are compared in terms of how easily they are derived from strategic objectives, how easy they are to understand and whether they help form a long‐term view of performance. Suggests that it is important to select performance measures to match the situation in which they are to be used; more importantly, it is necessary to combine various types of performance measure to provide a fair complete and balanced view of a company or the operations under evaluation.]]>
An overview of frequently used performance measures10.1108/00438020310502651Work Study2003-12-01© 2003 Stefan TangenWork Study5272003-12-0110.1108/00438020310502651https://www.emerald.com/insight/content/doi/10.1108/00438020310502651/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
New directions: revolutionizing learning in the baking industryhttps://www.emerald.com/insight/content/doi/10.1108/17410400310698709/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestBakers have a demanding, very “hands‐on” job. Persuading them to attend college for training and to acquire qualifications is not easy. This paper outlines the problems and shows steps taken by one particular Australian franchise baking operation to address these problems. Suggests that there are relatively simple steps that can be taken to ensure that the needs of the franchisor, the franchisees, the colleges and the bakers themselves can be met simultaneously.New directions: revolutionizing learning in the baking industry
Paul Davis
Work Study, Vol. 52, No. 7, pp.355-357
Bakers have a demanding, very “hands‐on” job. Persuading them to attend college for training and to acquire qualifications is not easy. This paper outlines the problems and shows steps taken by one particular Australian franchise baking operation to address these problems. Suggests that there are relatively simple steps that can be taken to ensure that the needs of the franchisor, the franchisees, the colleges and the bakers themselves can be met simultaneously.]]>
New directions: revolutionizing learning in the baking industry10.1108/17410400310698709Work Study2003-12-01© 2003 Paul DavisWork Study5272003-12-0110.1108/17410400310698709https://www.emerald.com/insight/content/doi/10.1108/17410400310698709/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
Computerized workplace design using CADWORK heuristicshttps://www.emerald.com/insight/content/doi/10.1108/00438020310502660/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestPresents a computerized approach to workplace design using computer aided design of workplace assembly layout (CADWORK) to design a workplace for the assembly of a product comprising 11 components. The software accepts product data (assembly sequence), workplace data (working area) and anthropometric data (relating to the operator) and heuristically designs a detailed workplace layout. The software also calculates the standard time to complete the assembly. The resulting layout can then be modified interactively to improve on the basic design. In this case such subsequent improvement was marginal.Computerized workplace design using CADWORK heuristics
U.J. Udosen
Work Study, Vol. 52, No. 7, pp.358-363
Presents a computerized approach to workplace design using computer aided design of workplace assembly layout (CADWORK) to design a workplace for the assembly of a product comprising 11 components. The software accepts product data (assembly sequence), workplace data (working area) and anthropometric data (relating to the operator) and heuristically designs a detailed workplace layout. The software also calculates the standard time to complete the assembly. The resulting layout can then be modified interactively to improve on the basic design. In this case such subsequent improvement was marginal.]]>
Computerized workplace design using CADWORK heuristics10.1108/00438020310502660Work Study2003-12-01© 2003 U.J. UdosenWork Study5272003-12-0110.1108/00438020310502660https://www.emerald.com/insight/content/doi/10.1108/00438020310502660/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
Editorialhttps://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gaa.001/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestEditorialEditorial
John Heap
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Editorial10.1108/ws.2003.07952gaa.001Work Study2003-12-01© 2003 John HeapWork Study5272003-12-0110.1108/ws.2003.07952gaa.001https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gaa.001/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
Imbalancehttps://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gaa.002/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestImbalanceImbalance
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Imbalance10.1108/ws.2003.07952gaa.002Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gaa.002https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gaa.002/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
How times change!https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gaa.003/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestHow times change!How times change!
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How times change!10.1108/ws.2003.07952gaa.003Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gaa.003https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gaa.003/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
Or do they …https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gaa.004/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestOr do they …Or do they …
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Or do they …10.1108/ws.2003.07952gaa.004Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gaa.004https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gaa.004/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
Not like that …https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gaa.005/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestNot like that …Not like that …
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Not like that …10.1108/ws.2003.07952gaa.005Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gaa.005https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gaa.005/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
Like thishttps://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gaa.006/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestLike thisLike this
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Like this10.1108/ws.2003.07952gaa.006Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gaa.006https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gaa.006/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
The investment continueshttps://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gaa.007/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe investment continuesThe investment continues
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The investment continues10.1108/ws.2003.07952gaa.007Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gaa.007https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gaa.007/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
Announcementhttps://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gaa.008/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestAnnouncementAnnouncement
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Announcement10.1108/ws.2003.07952gaa.008Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gaa.008https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gaa.008/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
British Gas is on coursehttps://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gab.001/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestBritish Gas is on courseBritish Gas is on course
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British Gas is on course10.1108/ws.2003.07952gab.001Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gab.001https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gab.001/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
The human sidehttps://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gab.002/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe human sideThe human side
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The human side10.1108/ws.2003.07952gab.002Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gab.002https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gab.002/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
User designhttps://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gab.003/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestUser designUser design
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User design10.1108/ws.2003.07952gab.003Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gab.003https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gab.003/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
Energy=moneyhttps://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gab.004/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestEnergy=moneyEnergy=money
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Energy=money10.1108/ws.2003.07952gab.004Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gab.004https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gab.004/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
European knowledgehttps://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gab.005/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestEuropean knowledgeEuropean knowledge
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European knowledge10.1108/ws.2003.07952gab.005Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gab.005https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gab.005/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
Intelligent governmenthttps://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gab.006/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestIntelligent governmentIntelligent government
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Intelligent government10.1108/ws.2003.07952gab.006Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gab.006https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gab.006/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
Always tyredhttps://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gab.007/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestAlways tyredAlways tyred
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Always tyred10.1108/ws.2003.07952gab.007Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gab.007https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gab.007/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
Be Stronghttps://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gab.008/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestBe StrongBe Strong
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Be Strong10.1108/ws.2003.07952gab.008Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gab.008https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gab.008/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
Clean paperhttps://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gab.009/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestClean paperClean paper
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Clean paper10.1108/ws.2003.07952gab.009Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gab.009https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gab.009/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
China chipshttps://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gab.010/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestChina chipsChina chips
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China chips10.1108/ws.2003.07952gab.010Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gab.010https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gab.010/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
Going globalhttps://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gab.011/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestGoing globalGoing global
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Going global10.1108/ws.2003.07952gab.011Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gab.011https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gab.011/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
Moving forwardhttps://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gab.012/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestMoving forwardMoving forward
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Moving forward10.1108/ws.2003.07952gab.012Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gab.012https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gab.012/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
On trackhttps://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gab.013/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestOn trackOn track
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On track10.1108/ws.2003.07952gab.013Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gab.013https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gab.013/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
Distant diagnosishttps://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gab.014/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestDistant diagnosisDistant diagnosis
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Distant diagnosis10.1108/ws.2003.07952gab.014Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gab.014https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gab.014/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
Big jobhttps://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gab.015/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestBig jobBig job
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Big job10.1108/ws.2003.07952gab.015Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gab.015https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gab.015/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
Partnership cellinghttps://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gab.016/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestPartnership cellingPartnership celling
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Partnership celling10.1108/ws.2003.07952gab.016Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gab.016https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gab.016/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
Diary of eventshttps://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gac.001/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestDiary of eventsDiary of events
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Diary of events10.1108/ws.2003.07952gac.001Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gac.001https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gac.001/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
Which number?https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gad.001/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestWhich number?Which number?
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Which number?10.1108/ws.2003.07952gad.001Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gad.001https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gad.001/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
Hire and fasterhttps://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gad.002/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestHire and fasterHire and faster
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Hire and faster10.1108/ws.2003.07952gad.002Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gad.002https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gad.002/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
Customers eating out of your handhttps://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gad.003/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestCustomers eating out of your handCustomers eating out of your hand
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Customers eating out of your hand10.1108/ws.2003.07952gad.003Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gad.003https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gad.003/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
Connecting barshttps://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gad.004/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestConnecting barsConnecting bars
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Connecting bars10.1108/ws.2003.07952gad.004Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gad.004https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gad.004/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
Really?https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gad.005/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestReally?Really?
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Really?10.1108/ws.2003.07952gad.005Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gad.005https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gad.005/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
Intelligent business?https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gad.006/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestIntelligent business?Intelligent business?
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Intelligent business?10.1108/ws.2003.07952gad.006Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gad.006https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gad.006/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
The Cure: Enterprise Medicine at Workhttps://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gae.001/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe Cure: Enterprise Medicine at WorkThe Cure: Enterprise Medicine at Work
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The Cure: Enterprise Medicine at Work10.1108/ws.2003.07952gae.001Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gae.001https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gae.001/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
Hard-core Management: What You Won't Learn from the Business Gurushttps://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gae.002/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestHard-core Management: What You Won't Learn from the Business GurusHard-core Management: What You Won't Learn from the Business Gurus
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Hard-core Management: What You Won't Learn from the Business Gurus10.1108/ws.2003.07952gae.002Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gae.002https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gae.002/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
George Soros on Globalizationhttps://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gae.003/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestGeorge Soros on GlobalizationGeorge Soros on Globalization
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George Soros on Globalization10.1108/ws.2003.07952gae.003Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gae.003https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gae.003/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
The Inspirational Leader: How to Motivate, Encourage and Achieve Success https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gae.004/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe Inspirational Leader: How to Motivate, Encourage and Achieve Success The Inspirational Leader: How to Motivate, Encourage and Achieve Success
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The Inspirational Leader: How to Motivate, Encourage and Achieve Success 10.1108/ws.2003.07952gae.004Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gae.004https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gae.004/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
Back Fire: Carly Fiorina's High-stakes Battle for the Soul of Hewlett-Packardhttps://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gae.005/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestBack Fire: Carly Fiorina's High-stakes Battle for the Soul of Hewlett-PackardBack Fire: Carly Fiorina's High-stakes Battle for the Soul of Hewlett-Packard
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Back Fire: Carly Fiorina's High-stakes Battle for the Soul of Hewlett-Packard10.1108/ws.2003.07952gae.005Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gae.005https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gae.005/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
Business or corporate performance managementhttps://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gaf.001/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestBusiness or corporate performance managementBusiness or corporate performance management
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Business or corporate performance management10.1108/ws.2003.07952gaf.001Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gaf.001https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gaf.001/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
Transports of efficiencyhttps://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gaf.002/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestTransports of efficiencyTransports of efficiency
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Transports of efficiency10.1108/ws.2003.07952gaf.002Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gaf.002https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gaf.002/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
Farming ideashttps://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gaf.003/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestFarming ideasFarming ideas
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Farming ideas10.1108/ws.2003.07952gaf.003Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gaf.003https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gaf.003/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
Zingo!https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gaf.004/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestZingo!Zingo!
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Zingo!10.1108/ws.2003.07952gaf.004Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gaf.004https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gaf.004/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
Interim executiveshttps://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gaf.005/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestInterim executivesInterim executives
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Interim executives10.1108/ws.2003.07952gaf.005Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gaf.005https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gaf.005/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
Earned value in project managementhttps://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gaf.006/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestEarned value in project managementEarned value in project management
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Earned value in project management10.1108/ws.2003.07952gaf.006Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gaf.006https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gaf.006/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003
Finding the next generation of leadershttps://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gaf.007/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestFinding the next generation of leadersFinding the next generation of leaders
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Finding the next generation of leaders10.1108/ws.2003.07952gaf.007Work Study2003-12-01© 2003 Work Study5272003-12-0110.1108/ws.2003.07952gaf.007https://www.emerald.com/insight/content/doi/10.1108/ws.2003.07952gaf.007/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2003