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PurposeThe purpose of this research is to understand the current developments in business models that are aimed at meeting changing market characteristics, many of which require specific customer service responses.Design/methodology/approachThe paper presents a conceptual model that is based on research into the applications of response management.FindingsThis paper suggests validity of the proposed model but also identifies the need for further research.Practical implicationsThe paper assumes that management has the awareness and the skills set to manage and deliver added value to customers by implementing a more relevant model.Originality/valueThis paper offers examples of organisations that are responding to market and customer expectations using response management models.

Regulating Workplace Risks is a study of regulatory inspection of occupational health and safety (OHS) and its management in five countries - Australia, Canada (Quebec), France, Sweden and the UK - during a time of major change. It examines the implications of the shift from specification to process based regulation, in which attention has been increasingly directed to the means of managing OHS more systematically at a time in which a major restructuring of work has occurred in response to the globalised economy. These changes provide both the context and material for a wider discussion of the

Considering worker representation on health and safety at work, this book draws on ten case studies from the UK construction and chemicals industries and unites a wide range of international materials as it examines the extent to which existing arrangements deliver results

Greenfield sites around towns and cities, and redevelopment infill sites in existing urban areas often become battlegrounds between the conflicting interests of developers and communities. In America, design charrettes (intensive design and planning workshops) have become widely used as a means of bringing together these divergent groups, using detailed design exercises to establish agreement around a development masterplan. Despite the increasing frequency of their use, charrettes are widely misunderstood and can be misapplied. This book provides a detailed guidance on the proper and most effective ways to use this helpful tool. The book combines charrette masterplanning with the creation of design-based codes (also known as form-based codes) to control the development's implementation in line with the design and planning principles established during the charrette process. * Provides detailed and specific guidance on the management and best use of the increasingly popular, yet complex, public design event * Blends history, theory and practice to paint the full picture of the past, present and possible future of community planning * Shows how to manage the conflict between development, design and planning professionals and community interests inherent in current design and planning practice

Il saggio analizza la problematica del ruolo dello Stato nel Regno Unito con riguardo alla tutela della salute e della sicurezza nei luoghi di lavoro nella contingente situazione di emergenza sanitaria. L'A. mette in evidenza, in particolare, il fallimento delle politiche governative nella protezione dei lavoratori dai rischi legati al Covid 19, ritenendo che ciò non abbia carattere episodico ma sia sintomatico di un processo di deregolazione in materia. Come rimarcato, infatti, gradualmente il sistema di protezione, fondato su interventi normativi molto incisivi che avevano costituito un modello anche per altri paesi, è stato sostituito da un diverso approccio basato sul metodo partecipativo, con il coinvolgimento soprattutto del livello individuale di partecipazione e senza il concorso delle organizzazioni sindacali. L'attenzione è rivolta anche alla riduzione delle risorse destinate a finanziare le ispezioni del lavoro per il rispetto delle misure di sicurezza. The essay analyzes the problem of the role of the State in the UK with regard to the protection of health and safety in the workplace in the contingent health emergency situation. The Author specifies the failure of government policies to protect workers from the risks associated with Covid 19 and argues that this is not episodic but symptomatic of a process of deregulation in the matter. As noted, in fact, gradually the protection system, based on very incisive regulatory interventions which had also constituted a model for other countries, was replaced by a different approach based on the participatory method, with the involvement above all the individual level of participation and without the cooperation of trade union organizations. Attention is also paid to reducing the resources intended to finance labor inspections for compliance with safety measures.

The new economy brought with it a new approach to designing business models. Not too many years ago the familiar organisation structure was dominated by a traditional view of managers that was based on asset ownership and vertical organisation structures. The prevalent view was that ownership enhanced control and profit margins. More recently flexibility, co‐operation and collaboration have become important features for success. The success of organisations such as Dell and the move by some of the largest corporations in the world towards a model within which assets are managed rather than owned has led to significant changes not only in structure, but also in attitudes and managerial behaviour. As a result the "new business model" has five common attributes, the firm should: be cash flow driven; focus on return on investment; function with distributed (leveraged) assets or low capital intensity; do so with a single minded view on core assets and distinctive capabilities; and develop competitive advantage by relevant positioning within its industry value chain. Reviews these developments, using the Australian wine industry as an example of the new business model.

Towards the end of the twentieth century a number of changes occurred that suggest that organisational structures and management attitudes and behaviour in the foreseeable future will differ markedly from the traditional model. Not only had business become global in every respect, but in almost all markets end‐user expectations were undergoing significant change which were forcing business to come to terms with demands for increased choice and quality, flexible ordering and servicing systems, on‐line accessibility to suppliers and competitive prices. The response by business has been equally dramatic. Large organisations have reduced their activities down to core processes and capabilities, adopting the view that astute asset management and risk management are more about managing assets than about ownership. Consequently the largest international corporations can be seen divesting their non‐core businesses and adopting holonic structures. The holonic approach has been adopted by entire industries giving rise to renewed interest in the development of mutually supporting clusters of interdependent interorganisational business systems.