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This paper investigates how the history of interaction between organizations and between organizational boundary spanners contributes to the formation of trust between firms. Our findings, using data on the supplier–buyer relationships of two major US auto manufacturers, suggest that history affects trust formation in a complex non-linear fashion, involving a period of ambivalence early in a relationship. We show that certain kinds of exchange partners can systematically reap differential returns from a common history of interaction. Organizational similarity significantly enhances the ability of exchange partners to translate the benefits of the joint history of interaction into a stock of trust. Copyright © 2008 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

Describes a national research survey conducted by the American Water Works Association, which focuses on the communication practices of water utilities in the U.S. Challenges faced by water utilities in communicating with major stakeholders; Factors considered to classify utility size in the country; Factors that make topics difficult to communicate; Communication techniques that are used by water utilities; Effect of utility size on communication practices. INSET: PRINCIPLES OF AUTHENTIC COMMUNICATION.

Face-to-face communication is investigated as an efficiency-enhancing mechanism in experimental common-pool resource environments in which the appropriation activities of outside appropriators create coordination and monitoring problems for the communicating group. We identify three distinct problems that can threaten successful collective action. Outsiders respond strategically to reductions in appropriation by cooperating group members. Members of the communicating group deviate from agreements more frequently when monitoring is imperfect and over appropriation can be blamed on outsiders. Groups that are allowed to communicate anticipate the potential problems and have difficulty reaching agreements or committing to a specific appropriation rule. [ABSTRACT FROM AUTHOR]

Public policy makers, planners, and managers are increasingly relying on what might be called large-group interaction methods to involve large numbers of people (from as few as eight to more than 2,000) in planning and implementing major change efforts. These methods are structured processes for engaging large numbers of people to: (1) enhance the amount of relevant information brought to bear on a problem; (2) build commitment to problem definitions and solutions; (3) fuse planning and implementation; and (4) shorten the amount of time needed to conceive and execute major policies, programs, services, or projects. Proponents of such methods claim that they provide sets of concepts, procedures, and tools that can help public and nonprofit organizations and communities deal effectively with change. On the other hand, a number of boundary conditions surround the successful use of the methods. The authors compare and contrast seven approaches most frequently used in the public sector in the United States and abroad (i.e., Real Time Strategic Change, Search Conferences, Future Searches, Strategic Options Development and Analysis, Strategic Choice, Technology of Participation, and Open Space Technology) to illustrate their comparative strengths and weaknesses and to develop an agenda for research. [ABSTRACT FROM AUTHOR]

The article presents a study which aimed to compare the management practices in the U.S. and England. The study considered the problem on whether differing reactions to group decision leaders type are produced by cultural differences. Comparison of group decisions' outcomes between the groups in England and the U.S. was carried out. Results suggested that the chance provided by group decision in participating in the decision making that affect lives is appealing to all people, despite of the cultural differences.

The article discusses the results of a survey about the foreign investment decisions of executives in the U.S. One problem that affects investment decisions is the widening of gap between top-management investment intentions and lower-level implementation. Standard operating procedure (SOP) can assure the CEO that projections pertaining to investment factors are based on common assumptions. However, the chief disadvantage of SOP is its failure to provide guidelines for preliminary screening. Top managers should convert their foreign investment attitudes and international goals into explicit strategy pronouncements that are communicated downward.

The article focuses on the importance of customer communications in dealing with rising natural gas and electricity costs in the U.S. It cites that energy producers should develop and deliver a steady stream of communications to inform and educate customers about the challenges they are facing in producing and delivering energy. According to the article, the industry should also communicate messages on how it is harnessing efficiencies and technological developments in meeting increasing demand for energy. Moreover, it mentions that the media and public attention on energy sources and costs should be exploited positively.