If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractMainstream literature on long-term performance of initial public offerings focuses on long-term underperformance. Because underperformance is an anomalous phenomenon, many authors search for explanations based on financial market imperfections. More recently, however, the attention shifts from underperformance to long-term performance in general. This induces the search for other than financial market imperfections in explaining under-or outperformance. This article presents the idea that in many companies the preparation for the IPO and the IPO itself may bring organizational change. It searches for IPO-related organizational change in The Netherlands with interviews of Dutch corporate officers. The research shows that an IPO primarily changes financial management and financial reporting, but that other types of organizational change may also be relevant. Moreover, long-term stock market performance was on average higher in companies where IPO-related organizational changes were reported than in companies where the changes were not reported.JEL Classification: G12, G14, G15, G34

The ® eld of production and operations management nowadays includes various concepts, theories and approaches. The theoretical background of these concepts and theories however, can be found in many di erent disciplines and it is therefore not surprising that still no clear body of knowledge exists with respect to the area of production control. Remarkable enough, within the ® eld of production and operations management few comparative studies about the various theoretical perspectives exist. It is for this reason why in this article we make a comparative assessment of sociotechnical theory within the area of production and operations management. An overview is given of the seeming and apparent anities between the modern sociotechnical approach and the traditional operations management focus. From this, the question is answered in what way sociotechnical theory can contribute to a more integrated view on operations management.

DOI to the publisher's website. • The final author version and the galley proof are versions of the publication after peer review. • The final published version features the final layout of the paper including the volume, issue and page numbers. Link to publication General rights Copyright and moral rights for the publications made accessible in the public portal are retained by the authors and/or other copyright owners and it is a condition of accessing publications that users recognise and abide by the legal requirements associated with these rights. • Users may download and print one copy of any publication from the public portal for the purpose of private study or research. • You may not further distribute the material or use it for any profit-making activity or commercial gain • You may freely distribute the URL identifying the publication in the public portal. If the publication is distributed under the terms of Article 25fa of the Dutch Copyright Act, indicated by the "Taverne" license above, please follow below link for the End User Agreement:

An increased level of self‐organization, particularly in autonomous work teams, is widely believed to be a necessary part of a successful firm and a factor in many modern restructuring initiatives. This article investigates the limitations of self‐organized groups and surveys these limitations from two important perspectives: (1) limits that are inherent to the production structure and equipment, and (2) limits that relate to the firm’s workforce. With respect to the first issue, the predictability of markets and the standardization of production situations provide strong reasons for limiting the opportunities for self‐organization. In terms of a firm’s workforce, problems such as learning capability, motivation, identity, ambition, and prestige must be taken into account before introducing self‐organizational practices. Additionally, the delegation of authority, the resulting redundancy of middle managers and the relevant compensation for the workers concerned must also be considered. In conclusion, self‐organizing teams relate to many constraints, all of which should be considered before putting these teams into practice.

This article reports on a survey which was carried out on all work or labour related papers that were presented at the XII. World Congress of Sociology in Madrid (July 1990). Its aim was to investigate whether the Dutch labour process debate was reflected elsewhere. The analysis shows that the Netherlands are in a special position in this respect and that modern sociotechnical theory does not enjoy comparable popularity in other countries. The article ends with an interpretation of this finding and an attempt to explain the absence of this debate as well as the lack of an engineering approach in other West European countries.