This paper proposes a quantitative methodology to support executive decision making in the allocation of scarce resources to competing demands in the area of Corporate Social Responsibility (CSR). The Analytical Hierarchy Process is used to translate subjective value judgements such as preferences and perceptions into quantitative measures. These utility values are then used to isolate the factors which determine the choice among the competing CSR programmes. The approach is illustrated with two case studies of South African organizations.

Bruce Philips is a lecture in business policy and helene brice is a senior lecture in marketing in the department of Business Science at the University of Cape Town South africa. Black business in south afrrica represetns a paradox-it forms a small minority group in the overall business structure of South African society yet it is required to serve the interest of the majority of the peple of that society. The authors have drawn on the experiences of black business ment in one of the major metropolitian centres of the country, the Cape Town region, in ordder to comment on a wide range of factors influening the balck business community. The paper obsrves the structure of that sector, discusses its dynamism and propsects, including the problems that best black business in general in the south african context.

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Professional services are undergoing a process of self-examination in respect of deregulation of certain areas of conduct. This has been the response to competitive pressures on the professional services, and to developments in other countries. As a result, the marketing area has been put to the fore in the various professions. The authors seek to provide a conceptual framework within which the practitioner in professional service can consider the trend towards a marketing orientation, and propose some profitable directions for action and further research.

Résumé Enercop est un centre prestataire de service qui assure la distribution d’énergie dans un pays de l’UE pour le compte d’une grande entreprise nationale, presque centenaire. Il compte plus de 500 agents. L’organisation s’est structurée selon les principes du modèle bureaucratique. Cependant, récemment, le schème de l’organisation processuelle est apparu dans le discours de certains acteurs et dans les outils de gestion. En GRH, le modèle objectivant (Pichault, Nizet, 2000), toujours très présent dans les représentations et dans les pratiques, laisse néanmoins apparaître une logique individualisante dans laquelle s’inscrit le management par les compétences. Quel est le sens de cette double démarche ?