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to maintain a competitive edge), with supply-chain partnering knowledge sharing between organisations and individuals is vital In the knowledge-sharing literature, there is a major debate regarding the nature of information, data and knowledge and how it is shared, and in the case of supply-chain partnering all these aspects are important Typically, the introduction of an intranet by an organisation is predicated on an assumption by practitioners that knowledge can be codi ed Roos & Von Krogh (1996) and Cook & Brown (1999) illustrate that this conception of knowledge is narrow and based on a particular epistemology There have been criticisms in the ability of IT systems to facilitate knowledge sharing (eg Blackler, 1995; McDermott, 1999), which centres on the viewpoint that knowledge can never be effectively shared through a technology that involves a static repository, such as an intranet.

Pollutants such as dust particles and gases can affect the operational quality of computer hardware. Sometimes the effects are intermittent and sometimes they lead to permanent component failure. You should ensure cleanliness in the server room, and keep airborne dusts, gases, and vapors at acceptable levels. Check with your government agency to determine if they have any standards in place for data center or computer room environments. This will help to determine acceptable pollutant levels. As a rule of thumb, you should look at an air filtration system that is capable of filtering out particles that are 0.3 microns or less. Most standards, however, do not address every environmental issue. Some of the most harmful dust sizes are 0.3 microns and less. These particles are harmful to equipment because they tend to build up and usually aren t caught by internal air filtration systems. Like most particles, they typically accumulate into large masses or absorb corrosive agents that can cause damage to electronic equipment. These particles damage moving parts and sensitive contacts, and cause component corrosion.

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It has been argued that as soon as the knowledge is expressed as a web page, for example, it becomes information (McDermott, 1999) However, while information and data may be more easily transferred across organisations within the partnership (eg through websites, intranets and extranets), exchange of knowledge in particular tacit knowledge relating to products and processes is less straightforward (Blackler, 1995; Brown & Duguid, 1991; Cook & Brown, 1999; Lam, 1997; Lave & Wenger, 1991) Whilst there is not enough room here to discuss the issues involved in knowledge sharing, to make the most of partnerships organisations need to be able to harness this tacit knowledge so that it can be absorbed by both organisations Questions such as how this is carried out, what resistance might there be, and what is the overall value of it, have an impact on planning HR policies and practice.

1. Johannessen T. Always Best Connected. Blackwolf Consulting. 2. Kellerer W. editor. The operators vision of systems beyond 3G: Operators key drivers for systems beyond 3G. Eurescom Report; May 2003.

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The development of systems that suit both organisations in the partnership need to be developed if knowledge is to be shared at the individual, team and organizational level As can be seen from the examples of workload and knowledge sharing, it would be impossible to discuss the impact of supply-chain partnering on all of the issues raised above, so two areas have been selected for special analysis The rst is the impact and role of trust in supply-chain partnering This concept has been chosen as it is often the most frequently cited issue within successful or unsuccessful partnering and yet is often poorly de ned and understood in practice The second concept is that of the role of perspective taking in supply-chain partnering.

spent. Remind yourself that weight loss that lasts is better than quickly losing and regaining the same 20 pounds over and over again. Avoiding extreme methods will help you get off the roller coaster. Pace your weight loss to a rate of 1 to 2 pounds per week. Enjoy the bigger weight loss that you re likely to see in the rst couple of weeks, but know that it is water weight and that you re doing the right thing by pacing your weight loss for the longer term. Once you ve achieved your weight goal, monitor your weight on a regular basis. Take prompt action if your weight gain reaches the 5pound mark.

This is a concept that is less frequently discussed but it is proposed that it has potential to have a major impact on employees experience of supplychain partnering Both concepts are of particular interest because of their inclusion in future developments in job and work design research and practice For example, in a recent analysis of the future of work design research and practice, Parker, Wall & Cordery (2001), suggest that the parameters of work design, traditionally set within models such as Hackman & Oldham (1976), will be limited in explaining individuals interactions with their workplace In particular, they suggest an expanded model of work design which includes interpersonal trust and perspective taking as factors likely to be of importance, but yet to be considered within existing models It is for these reasons that we now choose to concentrate on these emerging areas..

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