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This research is based on the hypothesis that the supply of appropriate perceptual and conceptual information through compensatory sensorial channels may assist people who are blind with anticipatory exploration. The two main goals of the research are: evaluation of different modalities (haptic and audio) and navigation tools; and evaluation of spatial cognitive mapping employed by people who are blind.

In this research the BlindAid system, which allows the user to explore a virtual environment, was developed and tested. The research included four participants who are totally blind.

The preliminary findings confirm that the system enabled participants to develop comprehensive cognitive maps by exploring the virtual environment. The BlindAid system could be used as a training‐simulator for O&M rehabilitation training, as a O&M diagnostic tool, and to support people who are blind in exploring and collecting spatial information in advance.

This preliminary study aims to highlight which VE properties could provide perceptual and conceptual spatial information and allow users who are blind to gather and expand their spatial information.

The purpose of this paper is to discuss key elements of lean supply (LS) in light of core concepts in the Industrial Marketing and Purchasing Group (IMP) perspective.

First, the authors examine the literature on LS and identify and discuss important characteristics and key elements of LS. Second, the authors present key concepts in the IMP Perspective, in particular the dyad versus network levels, and the ARA model, capturing activities, resources, and actors. Third, the authors cross-fertilize the concepts from these two streams of research.

The authors identify 12 key LS elements. Relating these to core IMP frameworks, they identify areas of LS that can be expanded. First, the authors found that key elements in LS mainly focus on the dyadic level and that the network level is addressed to a much lesser extent and primarily captures serial “chain” connections among relationships. Second, it was found that key elements in LS predominantly focus on the activity layer and pay much less attention to resources and actors.

The authors suggest that LS theory and practice can benefit from taking a network perspective, and by paying more attention to resource and actor concepts and issues. The study is purely theoretical.

To the best of the authors’ knowledge, no previous studies combine LS and the IMP perspective. The authors add to LS by elaborating how 12 key elements in LS can be expanded.

The ability of small businesses to make and adjust to the paradigm shift needed to benefit from the Japanese production theory has been questioned in the literature. Zangwill (1992) questioned the limits of the Japanese Production Theory (JPT) and in a subsequent paper (Zangwill, 1994) held on to his argument about the limits of the Japanese Production Theory. In this paper, the Japanese Production Theory is first discussed, followed by a discussion of the consistency between the traditional EOQ theory and the Japanese production theory, critique of the Zangwill’s argument, and issues related to the relevance of the Japanese production theory to small businesses.

This paper aims to review the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Where track records go, lean can rub shoulders with the best. From 1920s origins at Henry Ford through various guises such as the renowned Toyota Production System (TPS), lean principles have served as the bible for countless organizations attempting to enhance the design process, fine‐tune production or eliminate waste. Waste in this sense refers to identifying and removing unnecessary steps in organizational systems and processes that naturally evolve to become needlessly intricate. Without effective management of this waste, there is limited scope to improve the service provided to customers. Nevertheless, many leaders continue to hold narrow perceptions and simply equate waste elimination with cost‐cutting. Their organizations inevitably fail to exploit lean's full potential to make a significant difference. Trimming costs has its place, of course. But it also has its limitations.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.