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International Journal of Applied Management

The International Journal of Applied Management (IJAM) presents cutting edge research that provides readers with a forecast for new management thoughts and techniques. All articles published in the journal should strive towards empirical and/or theoretical contribution. All empirical methods including (but not limited to) qualitative, quantitative, or combination methods are represented. Articles published in the journal are clearly relevant to applied management theory and practice and identify both a compelling practical management issue and a strong theoretical framework for addressing it.

Participants will be afforded an opportunity to demonstrate their involvement and interest in the; what, where, when, who and why of current and forward-looking theory and practice in Applied Management

As a guideline Papers and Applied Case Studies are welcomed in any of the following areas:

Strategic Management; Services Management; Health Service Management; Education Management; Operations Management; Organisational Analysis; Financial Management; Organisational Planning; Policy Making and Decision Making; Ethics in Business; Motivation; Globalisation; Training and Development; Recruitment and Selection; Industrial Relations; Virtual Technology; Change Management; Business Accounting Initiatives; Partnership Development; Organisational Behaviour; Flexibility.

IJAM seeks to afford a suitable conduit of two-way delivery serving both academics and management practitioners alike. The journalís editorial team is suitably enthused in affording support to practitioners in pursuance of academic qualification the opportunity to present their empirical findings in articled format. The premise being to add value to both the individual learning process and the organisation supporting/sponsoring said process.

Feature Articles

The Effect of Change on the National Health Service General Managers’ Information Needs
Mike Stanley

Volume: 2

Issue: 3

The Acropolis of Change: The Socratically Reflective Employee?
Rosemary Skordoulis and Patrick Dawson

Social Skills Differences Among CPA Firm Personnel of Different Cultures: An Exploratory Study Using FIRO-B
Mohamed E. Bayou, Philip Siegel and James Smith

High Performance Teams: What Makes the Difference?
Bruce H. Jackson and Susan R. Madsen

Issue: 2

Decision Making Bodies of Small Sport Organizations: A Study on the Reasons for Voluntary Board Participation
Dimitra Papadimitriou (Ph.D), Christiana Mavrommati, Stella Leivadi (Ph.D)

Contextual paradoxes and the management of 'Debt Relief': Evidence from Sub-Sahara Africa
Dr Ken Ife

Furthering Peace and Prosperity in Sub Saharan Africa : A Marketing Perspective
Dr Anayo D. Nkamnebe

Issue: 1

A Test Of Organization Learning Model : The Interrelatedness Between Learning Dimensions And Facilitators And Their Impact On Organization Effectiveness
Mahmoud A. El Gamal

Applying Fuzzy Logic For New Product Portfolio Selection
Dr. Chun-Chu, Liu

An Assessment Methodology for Evaluating Supply Chain Management (SCM) Adoption
Dr. Andrew L S Goh

Volume: 1

Issue: 3

The Learning Organisation: Fashionable Fad or Path to Progress
Dr Treasa Hayes

Networking: The Relationship Between Friendship Values-Sociability and Knowledge Acquisition Attributes
Dr. John D. Politis

Sources of Revenue Change in the Taiwan Cement Industry: 1994-2001
Chun-Chu Liu, Chia-Yon Chen

Issue: 2

'Internal Marketing' as an Organisation Design and Development Meta-Structure for Corporate Communication
Dr Richard J Varey

HRM: Human Relationship Management
Professor Richard Varey

Harnessing Knowledge Innovation for Sustainable Growth: Principles, Infrastructures and Initiatives
Andrew L S Goh

Barriers to the Internationalisation of Polish SMEs: A Social Capital Theory Perspective
David Pollard & Maria Jemicz

Current International Business and Management Practices: A Brief Discussion
Neila Holland PHD

Teams As A Global Constant In Organisational Change
Derrick Walker

Issue: 1

Teams and Groups
Professor Bob Haigh & Professor D. S. Morris

CHANGING THE BUSINESS OR CHANGING THE SYSTEM? : A CASE STUDY OF IMPLEMENTATION OF ENTERPRISE RESOURCE PLANNING
Dr Nick Clifton, Ray Evans & Dr David Pickernell

The Effect of Change on the National Health Service General Managers’ Information Needs
Mike Stanley

The Design, Implementation and Evaluation of a Strategic two-day "Presentation Skills" Course as an Innovation in Curriculum Development in the Prison Service
Derrick Walker

Managing the Diffusion of the Memoria Innovation into Small Memory Institutions
Dr Brychan Thomas and Professor David Brooksbank