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This article appeared in Strategic Insights, v.5, issue 1 (January 2006) ; Approved for public release; distribution is unlimited.

Although the body of research on African Americans and organ donation continues to grow, the literature still suffers from a lack of reliance on theory to guide research as well as a surfeit of advanced statistical analytical strategies. A more sophisticated approach to understanding the barriers and facilitating factors that African Americans experience in the process of making the decision to become potential organ donors would yield more sound campaign strategies to increase donation. In this study, a sample of 310 African-American adult members of the NAACP was surveyed about their attitudes, knowledge and beliefs about organ donation. Logistic regression demonstrated that the level of knowledge, attitudes, social norms and altruism resulted in correct classification of organ donor card status in 69.3% of cases. When variables such as medical mistrust, bodily integrity and religiosity were added, an even more powerful model resulted, with 73.2% of the cases correctly classified according to organ donor card status. Recommendations for campaigns targeting African Americans' willingness to donate organs are offered.

There is a concept known as the information technology paradox – where many senior managers in organisations recognise the worth of an effective information technology (IT) function but few truly understand its potential role and contribution in enhancing business value. Many reasons account for this paradox, which some have described as a "gap" or a poor relationship between the IT function and the rest of the organisation. The prevailing view is that it is not so much a question of technology content as technology context and process that provide the source to this gap. This paper focuses on the nature of this relationship and develops the concept of marketing the information systems/services (IS) function to its internal customers – internal marketing. Fundamentally, the same principles which are used to market solutions to the organisation's external customers can be employed to better segment, target and position the IS solutions to the internal customer base and these issues are explored.

Of all the changes in work over the last century, arguably the greatest impact upon the way work is done can be attributed to the exponential growth of flexible working patterns. The basis of flexible working is captured by a BT plc strap‐line: work is not a place where you go but rather something you do! As the renowned futurist, Alvin Toffler, has indicated – "work is not necessarily going to take place in offices or factories. It is going to take place everywhere, anytime" (Toffler, A., The Third Wave, Morrow, New York, NY, 1980). There is a wealth of guidance available on how to improve the flexibility available within organizations from the enormous range of "flexible working solutions" books through to the consultancies that now include flexible working as prominent packages in their service portfolio. In this paper, the teleworking means of flexible working is explored and an assessment is made of its growth, advantages and disadvantages, implementation programs for successful teleworking and a case assessing the advances that BT plc have made in becoming a teleworking organization.

The domestic market environment is host to complex phenomena that affect, and are affected by, the actions and activities of both exporting and non‐exporting firms. In this regard, a significant degree of research attention has been devoted to overseas competitive environments and the nature of market selection made by exporting firms. However, very limited research work has been dedicated to the domestic market environment confronted by the non‐exporting firm and its influence on export strategy development. It is argued there that domestic market environment can significantly affect the "fit" between the resources and capabilities of the firm and the overseas opportunities and threats that are perceived. Accordingly, this paper: reviews the literature associated with the domestic market environment, firm internationalization, the concept of "strategic fit" and the factors and influences present in the domestic market environment; and, presents a series of conceptual propositions concerning the respective relationships between competitive intensity, technological turbulence and product‐market turbulence, and export strategy development at the pre‐export level.

Explores two theoretical constructs evident in the exporting area of the international marketing literature: export stimuli and export barriers. Takes account of the manner in which these explanatory variables can predict export behaviour among small and medium‐sized firms. Discussion centres primarily on the tenet that a significant degree of dormant export potential tends to lie at the pre‐export phase of export development; that is, encouraging non‐exporters to become exporters is perhaps a more fertile area of interest for government than attempting to increase the export activity of marginal exporters. Uses classificatory schemas as a basis for conceptualizing export stimuli and export barriers for non‐exporters, so as to provide a platform to establish the ingredients of these constructs. Conducts an evaluation of the advances in empirical research regarding export stimuli and export barriers in the form of a critique.