Brian Kenny

Appraisal and learning in a government agency

The government agency at the centre of the study is concerned with public welfare. Its appraisal system is based on a “performance management system”, the purpose being to ensure that employees work in the most effective way possible to deliver the agency’s business. Individuals are assessed on how well they have met the behaviour characteristics for selected competencies. A survey of middle management shows that whilst the agency attempts to use its appraisal system as part of a performance management system, the model is to some extent faulted. All the elements of the system are present but they do not necessarily link together as intended. The role of appraisal and the cultural expectation of appraisal are well managed by the performance management system, although the link to competence is weakened by the difficulties middle managers have in relating competence to training and performance. The link to change and learning is shown to be single loop and change that is effected tends to be of a minor nature.

Strategic alliances in the European defence industry

Reports on research into the relationship between European defence manufacturing firms and their experience of cross‐border strategic alliances. The research takes in 135 cross‐border strategic alliances involving UK and European defence manufacturing firms, ranging from firms heavily dependent on defence contracts to firms whose defence interests make up less than 10 per cent of overall business. These firms manufacture telecommunications, transport, information, lethal platforms and components for the operation of these platforms for military organisations. A main aim is to ascertain the extent of participation in strategic alliances, the types of alliances being used and the major problems experienced by the partners.

Developing Management Education in the Former Communist Countries of Europe

Explores the problems of manager development within the context of the move from a command to a free economy. Places particular emphasis on issues concerned with the education of manager educators and trainers, with reference to the Czech Republic. Proposes models of development for both large and small businesses and addresses their scope and limitations.

Cross-benchmarking international competitiveness and performance in human language technologies

Purpose – Competitive success as a nation requires balancing commercial innovativeness and social welfare, which results in a sound basis for socio‐economic development. All potential resources – including entrepreneurial activity and innovations – can be utilized as promoters of competitiveness and welfare. Thus, useful lessons for general national competitiveness can be learned from benchmarking individual innovations and perhaps even more so, from those less glamorized technologies such as human language technologies (HLT). Finnish researchers are considered to be at the leading edge of developments in a number of ICT fields. The main responsibility for the utilization of knowledge is seen, necessarily, to rest with the public sector, while the legislative framework is considered to favour entrepreneurship and innovation. Aims to discuss the issues.Design/methodology/approach – National competitiveness and HLT benchmarking pose a number of interesting questions and issues both macro and micro levels. F...

Change and cross‐border activity in the European defence industry

Following on from the thawing‐out of the cold war and the revolutions of Eastern Europe, the threat of lower armament levels provided opportunities for the rationalisation of European defence and its military‐industrial complexes. Coupled with the continuing threat of reduced defence expenditures and increasing competition, defence companies have reacted to the changes with a number of strategic moves involving mergers and acquisitions, market nicheing and diversification, in addition to lay‐offs and plant closures. More recently, moves towards a single European defence industry have been discussed among the major contributing member countries and their industry leaders. The integration of a defence aerospace industry seems well placed to succeed, given French co‐operation, and this should produce a formidable, global competitor. East and Central Europe’s contribution to the equation is questionable, although the early signs are that west European defence companies are establishing firm footholds in the region against strong US competition.

UK and German defence industry change: Some perspectives on strategic marketing

Over the past decade, the European defence industry has had to respond to increasing pressures of reduced defence spending, exacerbated more recently by removal of the immediate military threat from the former Soviet Union. Under the “Options for Change “, the UK has abandoned certain weapons programmes, while Germany has had the additional economic and social problems brought on by re‐unification. The industrys options comprise conversion, diversification or specialization, thus continuing to face structure change and competition from defence imports and “off‐the‐shelf” systems and equipment. Given the high exit barriers and past “cushioning” of the industry by governments, the presence of skills and know‐how to compete effectively is questionable. The case for strategic marketing approach for those suppliers remaining is clear; as buyer (monopsonistic) power strengthens, the threat of new entrants increases and the associated competitive rivalry intensifies. However, the ingrained “defence culture “ in...

UK joint venture activity in the Czech Republic: motives and uses

Presents the initial findings of an ongoing study into the motives and uses of the joint venture by British investors in the Czech Republic. Observes that, despite the many opportunities presented of doing business in Eastern Europe, the British have been slow to invest; the UK does not feature in the top seven investors in the Czech Republic. Points out that it is a widely held belief that the joint venture is the most common mode of entry used by Western firms when investing in Central and Eastern Europe. Contends that there is a clear match between the needs of market‐seeking or cost advantage‐seeking Western firms on the one hand and the technological needs of the Eastern Europeans on the other. However, suggests from the study data that UK investors have chosen to own their foreign operations wholly rather than work with local partners. Examines the different modes of entry, the sector and the function of investment used by British firms. Notes the predominance of service activities.

Czech Reform and Economic Restructure

Helped by somewhat limited inward investment from the West and a programme of wide‐scale privatization, reform in the Czech Republic appears to be proceeding relatively successfully. Emerging from the pressures of a long and complex history of political, geophysical and economic change and more recent Soviet domination, the Republic has given maximum priority to the speedy development of a free market economy. The subsequent drastic reduction of state intervention, however, is questionable and some argue that the pace of reform should be matched by an appropriate public sector infrastructure.

Managerial Motivations for UK-Czech Joint Ventures

The paper examines the motives for the choice of the JV instead of other forms of investment (e.g. greenfield or licensing) in British investment in the Czech Republic. It is noted that despite popular belief, the level of uptake of JVs in the Czech Republic is low in comparison with greenfield investments. The paper identifies organisational motives (resource seeking, synergies, economic and historic), partner related motives and exogenous motives. The role of the partner in the choice of the entry mode is emphasised. Managerial implications: despite theoretical benefits of JVs to investor, these might not be accrued in practice due to the quality of the resource acquired and difficulties in management.