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Dwyer, R. F., Schurr, P. H. & Oh, S. (1987). Developing buyer seller relationships. Journal of Marketing, 51(April), 11 27. Dyer, J. H. & Ouchi, W. G. (1993). Japanese style business partnerships: giving companies a competitive edge. Sloan Management Review, 35(1), 51 63. Dyer, J. H. & Singh, H. (1998). The relational view: cooperative strategy and sources of interorganizational competitive advantage. Academy of Management Review, 23(4), 660 679. Ellram, L. M. (1995). Partnering pitfalls and success factors. International Journal of Purchasing and Materials Management, Spring, 36 44. Ellram, L., Edis, M. & Owen, R. V. (1996). A case study of successful partnering implementation. International Journal of Purchasing and Materials Management, 32(4), 20 28. Farmer, D. H. & Ploos von Amstel, R. (1991). Effective Pipeline Management: How to Manage Integrated Logistics. Aldershot: Gower. Galper, R. E. (1976). Turning observers into actors: differential causal attributions as a function of empathy . Journal of Research in Personality, 10, 328 335. Gambetta, D. G. (Ed.) (1988). Trust: Making and Breaking Co-operative Relations. New York: Basil Blackwell. Ganesan, S. (1994). Determinants of long-term orientation in buyer seller relationships. Journal of Marketing, 58(April), 1 19. Granovetter, M. (1985). Economic action and social structures: the problem of embeddedness. American Journal of Sociology, 91(3), 481 510. Gulati, R. (1995). Does familiarity breed trust The implications of repeated ties for contractual choice in alliances. Academy of Management Journal, 38(1), 85 112. Hackman, J. R. & Oldham, G. (1976). Motivation through the design of work: test of a theory. Organizational Behaviour and Human Performance, 16, 250 279. Hagen, J. M. & Choe, S. (1998). Trust in Japanese inter rm relations: institutional sanctions matter. Academy of Management Review, 23(3), 589 600. Heide, J. B. & John, G. (1990). Alliances in industrial purchasing: the determinants of joint action in buyer supplier relationships. Journal of Marketing Research, XXVII(February), 24 36. Hill, C. W. L. (1990). Co-operation, opportunism, and the invisible hand: implications for transaction cost theory. Academy of Management Review, 15(3), 500 513. Hunter, L., Beaumont, P. & Sinclair, D. (1996). A partnership route to human resource management. Journal of Management Studies, 33(2), 235 257. Icasati-Johanson, B., Clegg, C. W. & Axtell, C. M. (2000). The Role of Trust in Supplier Buyer Relationships in Packaging Supply Chains. Feedback Report to Participating Companies. Shef eld: ESRC Centre for Organization and Innovation. Institute of Work Psychology, University of Shef eld, April 2000. Imai, K., Nonaka, I. & Takeuchi, H. (1985). Managing the new product development process: how Japanese companies learn and unlearn. In K. B. Clark, R. H. Hayes & C. Lorenz (Eds), The Uneasy Alliance: Managing the Productivity Technology Dilemma. Boston, MA: Harvard Business School Press. Jensen, M. C. & Meckling, W. M. (1976). Theory of the rm: managerial behaviour, agency costs, and ownership structure. Journal of Financial Economics, 3, 305 360. Kerrin, M. (in press). Continuous improvement along the supply chain: the impact of customer supplier relations. Integrated Manufacturing Systems. Kerrin, M. & Currie, G. (2001). Utilising HRM practices to mediate the impact of organizational structures and processes upon shared learning: case study evidence from a global pharmaceutical company. Proceedings of the Managing Knowledge: Conversations and Critiques Conference, University of Leicester Management Centre. Lam, A. (1997). Embedded rms, embedded knowledge: problems in collaboration and knowledge transfer in global co-operative ventures. Organization Studies, 18(6), 973 996. Lamming, R. (1993). Beyond Partnership: Strategies for Innovation and Lean Supply. London: Prentice Hall. Lamming, R. (1986). For better or for worse impacts of technical change upon the UK automotive components sector. In C. Voss (Ed.), Managing Advanced Manufacturing Technology. Proceedings of the 1st UK Operations Management Association Conference. Bedford: IFS. Landeros, R., Reck, R. & Plank, R. E. (1995). Maintaining buyer supplier partnerships. International Journal of Purchasing and Materials Management, Summer, 3 11.
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and after the requisite IFS, more than one may transmit together. Therefore, collision-avoidance contains many elements that we discuss next. 5.1.4. Collision Avoidance Since IFS may not provide suf cient guarantee for collision avoidance. The following elements are added to it for improvement. Prioritizing IFS. The rst step is to allocate different amounts of IFS times for different types of packets. The standard speci es four priority levels with respect to the IFS times. These are: (1) Short IFS (SIFS), (2) Distributed Coordination Function IFS (DIFS), (3) Point Coordination Function IFS (PIFS) and (4) extended IFS (EIFS). The SIFS is for the highest priority (short) packets. CTS and acknowledgement (ACK) are examples of such packets. DIFS is the normal IFS. To initiate a transmission of data or RTS packet, a station must nd the channel idle for an amount given by DIFS. PIFS is for real-time applications, and has a value between SIFS and DIFS. The EIFS is to relieve the network from congestion and is used on occurrence of errors. Figure 5-2 shows a relation between various IFSs. Actual values of the IFS are physical layer speci c. The physical layers have a parameter called the slot time. The PIFS is one slot time bigger than the SIFS, while DIFS is one slot time bigger than the PIFS. Random Backoff. In the case of a station nding a channel busy, it has to wait for some time before it can restart sensing. This time is called backoff time. The backoff time is selected randomly in IEEE 802.11. This ensures that two stations, which might have backed off together, should not start and nish to sense the channel together again. The time is generated from a random number generator every time a station has to backoff.
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McLoughlin, I. & Harris, M. (1997). Innovation, Organizational Change and Technology, London: Thompson Business Press. McPhee, R. D. & Poole, M. P. (2000). Organizational Structures and Con gurations. In F. M. Jablin & L. Putnam (Eds), The New Handbook of Organizational Communication: Advances in Theory, Research and Methods. London: Sage. Medsker, G. J. & Campion, M. A. (1997). Job and team design. In G. Salvendy (Ed.), Handbook of Human Factors and Ergonomics. London: Wiley. Mueller, W. et al. (1986). Pluralist beliefs about new technology within a manufacturing organization. New Technology, Work and Employment, 1, 127 139. Miller, K. I. & Monge, P. R. (1986). Participation, satisfaction and productivity: a meta-analytic review. Academy of Management Journal, 29, 727 753. Mohrman, S. A., Cohen, S. G. & Mohrman, A. M. Jr (1995). Designing Team-based Organizations: New Forms for Knowledge and Work. San Fransisco, CA: Jossey-Bass. Moran, T. P. & Carroll, C. M. (Eds) (1996). Design Rationale. Hove: Erlbaum. O Brien, G. E. (1986). Psychology of Work and Unemployment. Chichester: Wiley. O Driscoll, M. P. & Cooper, C. L. (1996). Sources and management of excessive job stress and burnout. In P. B. Warr (Ed.), Psychology at Work, 4th edn. Harmondsworth: Penguin. Orlikowski, W. (1992). The duality of technology: rethinking the concept of technology in organizations. Organizational Science, 3, 398 427. Osterman, P. (1994). How common is workplace transformation and who adopts it Industrial and Labour Relations Review, 47, 173 188. Parker, S. K. & Wall, T. D. (1998). Job and Work Design. London: Sage. Parker, S. K., Wall, T. D. & Cordery, J. L. (2001). Future work design and practice: towards an elaborated model of work design. Journal of Occupational and Organisational Psychology, 74, 413 440. Peters, M. (1992). Performance and accountability in the Post-Industrial Society : the crisis of British universities. Studies in Higher Education, 17, 123 139. Philimore, J. (1989). Flexible specialisation, work organisation and skills. New Technology, Work and Employment, 4, 79 91. Piore, M. & Sabel, C. (1984). The Second Industrial Divide. New York: Basic Books. Pollitt, C. (1993). Managerialism and the Public Services: Cuts or Change in the 1980s. Oxford: Blackwell. Porter, M. (1985). Competitive Advantage. New York: Free Press. Ritzer, R. (1998). The McDonaldization Thesis: Explorations and Extensions. Thousand Oaks, CA: Sage. Salanick, G. & Pfeffer, J. (1978). A social information processing approach to job attitudes and task design. Administrative Science Quarterly, 23, 224 253. Salvendy, G. (Ed.) (1997). Handbook of Human Factors and Ergonomics, 2nd edn. New York: Wiley. Sakolosky, G. (1992). Disciplinary power and the labour process. In A. Sturdy, D. Knights & H. Willmott (Eds), Skill and Consent (pp. 235 254). London: Routledge. Schneider, B. & Bowen, D. (1995). Winning the Service Game. Boston, MA: Harvard Business School Press. Schuler, R. & Jackson, S. (1987). Linking competitive strategies with human resource management practices. Academy of Management Executive, 1, 207 219. Sewell, G. & Wilkinson, B. (1992). Someone to watch over me : surveillance, discipline and the just-in-time process. Sociology, 26, 271 289. de Sitter, L., den Hertog, J. & Dankbaar, B. (1997). From complex organizations with simple jobs to simple organizations with complex jobs. Human Relations, 50, 497 534. Sparrow, P. R. & Cooper, C. L. (1998). New organizational forms: the strategic relevance of future psychological contract scenarios. Canadian Journal of Administrative Sciences, 15(4), 356 371. Sparrow, P. R. & Marchington, M. (Eds) (1998). Human Resource Management: the New Agenda. London: Financial Times Pitman Publications. Steedman, H. & Wagner, K. (1987). A second look at productivity, machinery and skills in Britain and Germany. NI Economic Review, November. Storey, J. (1994). New Wave Manufacturing Practices: Organizational and Human Resource Management Dimensions. London: Chapman Paul.
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