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AbstractPerformance measurement within organisations identifies areas of a business that need attention and improvement. The measurement and control of logistics performance requires the selection of critical performance measures and the development of information systems to gather required data, report on variance analysis and recommend corrective action. The logistics function is increasing in its strategic importance as more and more firms in developed economies such as Singapore and Australia are forced to compete globally to survive. Innovative firms measure outcomes of strategies and action plans to ensure that systems and processes allow for continuing improvement. The key objective of the research reported in this paper was to investigate the performance measures used in logistics firms and their significance in enabling improvements and continuous innovation in logistics operations. The study adapted and refined the CIMA model for Continuous Innovation and used it as the basis for in‐depth case studies on 10 firms from Singapore and Australia. The findings show that logistics firms are placing an increasing importance on performance measurement, and using a broader spectrum of performance measures, due to the dynamic business environment. This study provides important lessons for managers in logistics organisations (and in organisations that include a logistics function) because the timely and effective measurement of outcomes is imperative for firms wishing to examine the effectiveness of their innovation processes and competitiveness in the marketplace. Copyright © 2006 John Wiley & Sons, Ltd.

This paper presents a literature review of leadership over the years and the emerging role of transformational leadership. We also argue that this form of leadership is appropriate in the context of globalized markets, where there is increasing diffusion of goods, services, values and technologies globally, which results in the convergence of societies toward a uniform pattern of economic, political and cultural organization. There are various issues and consideration existing in the leadership literature as "the core of the criticism in the literature is that organisations of all sorts (corporations, government agencies, and not-for-profit organisations) tend to be over-managed (and/or over-administrated) and under-led" (Mills 2005, p.19). Mills (2005) highlights the vital importance of leadership in both political and business areas, and argues that organisations in both areas, in the absence of effective leadership, are not capable of effectively implementing changes at the organisational level. This paper adopts a conceptual approach aiming to convey the importance of transformational leadership amongst other styles. In this paper, we review the role of leadership in the business area and establish the need to investigate transformational leadership, as an ideal leadership form in enabling firms to accomplish sustainable competitiveness as they operate in global markets. Based on the various leadership theories discussed be further argued that leadership is highly essential for business organisations to achieve a sustained change and eventually higher degree of effectiveness, especially when operating in global markets. Transformational leadership, comprising characteristics of idealised influence, individualised consideration, intellectual stimulation, and inspirational motivation has been found to have implications for higher leadership effectiveness in new market environments and production locations. Various empirical studies highlighted transformational leadership as an enabler of innovation. To demonstrate the role of transformational leadership in organizational innovation, it can be argued that these leaders facilitate the generation of new knowledge and ideas through applying intellectual stimulation aspect that motivates employees to approach organizational problems in a more novel approach. Accordingly, we establish the appropriateness of transformational leadership as a managerial-based, output-based as market-based competency for firms in globalized markets. We conclude by providing suggestions and scope for empirical investigation into local organizations to evaluate the extent of transformational leadership apparent and how effective they can be in globalized markets. The findings from empirical studies could provide managerial and research implications on a Nation's competitiveness in today's dynamic and globalized environments.

Service industries hold an increasingly dynamic and pivotal role in today's knowledge‐based economies. The logistics industry is a classic example of the birth and development of a vital new service‐based industry, transformed from the business concept of transportation to that of serving the entire logistical needs of customers. Quantum advances in science, technology, and communication in the new millennium have compelled firms to consider the potential of the so‐called new "resources" (technology, knowledge and relationship networks) that are essential if firms are to operate effectively within the emerging business model, and to utilise the opportunities to innovate and gain market leadership. Through an extensive literature review, this paper examines the factors that nurture innovation in logistics services, identifies the contributions of the new "resources" and, using industry examples, examines the application of these resources to logistics firms as they assume an extended role within the new business model.

This paper reports on research into continuous improvement and learning in logistics. It is generally acknowledged that in today's dynamic and turbulent environment, firms have to develop capabilities that allow them to be very flexible and agile, and at the same time, be able to incorporate new (product and process) technologies that enable them to develop and exploit better practices in supply chains. This flexibility and agility calls for companies to increase their effectiveness, exploit synergies, and learn throughout all areas of their operations. This research extends a model developed by Australian and European researchers who examined learning in the product innovation process. The research developed a model of continuous innovation in the product development process and a methodology for mapping learning behaviours (termed the CIMA methodology) that was the starting point for this project. This paper focuses on ten case studies of Australian and Singaporean companies operating distribution centres.

Small and medium enterprises (SMEs) are constantly confronting formidable and competitive challenges. In their midst, to stay abreast of larger firms or international markets, a small number is still able to insulate themselves fromthe pervasive effects of competition, technology advancement and dynamic environments. These SMEs have to be flexible and adaptive, which necessitates technical skills, knowledge and capacity to survive as viable entrepreneurial organisations. Many SMEs face difficulties in responding to such challenges because they lack the absorptive capacity or capabilities in the organisation. This study focuses on how virtual or knowledge networks can build innovative capabilities in SMEs and investigates the absorptive capacity evident to facilitate capability development through a mentoring program. The data collected involved a series of interviews and workshops with firms, mentors and local and state government representatives.