...same length as each Strategic Plan. This spring, the students wrote research papers on: •The Changing Healthcare Environment and Accountable Care Organizations •Accountable Care Organizations: The Key to Transforming Healthcare •Electronic Health Records and Their Implementation •Reducing Unnecessary Medical Care Cost Using a Multidisciplinary Approach •Improving Patient Quality and Safety Through Strategic Initiatives at Brigham and Women’s Hospital, Children’s Hospital Boston, and Newton-Wellesley Hospital •A Strategic Approach to Quality and Safety at Tufts Medical Center •Chronic Disease Management Systems: A Strategic and Operational Analysis of How to Implement an Effective •Chronic Disease Management Service Line The strategic plans are on: •Successful Implementation of Quality and Performance Improvement Plans: Critical Areas to Address in Strategic Planning •Boston Pediatric Neurosurgical Foundation (BPNF) •Medical School Affiliation Strategy in the Boston Area •The field of renal medicine and the delivery of hemodialysis services at Beth Israel Deaconess Medical...
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...and Product” Description The town of Lexington, Massachusetts is cemented in the minds of many Americans due to its profound historical significance. On this site, the first shots of the Revolutionary War were fired, beginning the campaign for independence. On the morning of April 19, 1775, seventy-seven minutemen fought their first skirmish against the British (Tour Lexington, 2013). Today, Lexington continues to honor its place in American history with numerous statues, monuments and historical sites (Tour Lexington, 2013). Lexington’s historical significance provides an opportunity to capture tourism from both domestic and international visitors. Lexington is a mid-sized town of just over 32,000 people situated within the Greater Boston Area in Massachusetts (DemographicsNow, 2012). With families occupying 90% of all households within the town and a highly-ranked school system, Lexington attracts wealthy professional residents (Berg, Biedron, Bueller, Horst, 2011). Like many American towns, Lexington contains a central business district (CBD), a central area of the town where the majority of commerce takes place. Lexington’s CBD is the stretch of Massachusetts Avenue bordered by Clarke and Meriam Street and Winthrop and Woburn Street, as well as all adjacent side streets (Lexington - Area A Summary - Central Business District, 2010). In the last one hundred years, the CBD has changed to accommodate new building, societal and shopping trends, whilst still maintaining a...
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...Chapter 19 BALANCED SCORECARD: quality, time, and the theory of constraints 19-1 Quality costs (including the opportunity cost of lost sales because of poor quality) can be as much as 10% to 20% of sales revenues of many organizations. Quality-improvement programs can result in substantial cost savings and higher revenues and market share from increased customer satisfaction. 19-2 Quality of design refers to how closely the characteristics of a product or service meet the needs and wants of customers. Conformance quality refers to the performance of a product or service relative to its design and product specifications. 19-3 Exhibit 19-1 of the text lists the following six line items in the prevention costs category: design engineering; process engineering; supplier evaluations; preventive equipment maintenance; quality training; and testing of new materials. 19-4 An internal failure cost differs from an external failure cost on the basis of when the nonconforming product is detected. An internal failure is detected before a product is shipped to a customer, whereas an external failure is detected after a product is shipped to a customer. 19-5 Three methods that companies use to identify quality problems are: (a) a control chart which is a graph of a series of successive observations of a particular step, procedure, or operation taken at regular intervals of time; (b) a Pareto diagram, which is a chart that indicates how frequently each type of failure (defect)...
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...progress from scratch to start, from an investor’s perspective. The people The success of a product or service is dependent on the people developing them. “The people” refers to both the entrepreneurs developing the business as all other actors who have been actively involved in providing key resources or important services. The analysis The easiest way to analyze the people behind the business is by usage of the ‘Fourteen personal questions every business plan should answer’. Hereby, I looked at the completeness in providing the right information and the quality of the information that is provided in the Zipcar case. At first, both developers of the concept; Danielson & Chase were highly experienced and qualified within their field of interest. Danielson; having an educational background at Universities at Harvard, did a PH.D. in geochemistry and continued to work for Harvard with a focus on energy consumption and greenhouse gasses. Her work experience has been highly university related while she has some minor experience within car sales as well. In contrast, Chase, being graduated from MIT and majoring in English, French and philosophy at Wellesley College, gained much...
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...Faridahwati Mohd. Shamsudin Othman Yeop Abdullah Graduate School of Business Universiti Utara Malaysia, 06010 Sintok, Kedah, Malaysia E-mail: faridah@uum.edu.my Mohammed S. Chowdhury (Corresponding author) Othman yeop Abdullah Graduate School of Business College of Business Universiti Utara Malaysia, 06010 Sintok, Kedah, Malaysia E-mail: mchowdr@yahoo.com or m.chowdhury@uum.edu.my Received: December 20, 2011 Accepted: January 9, 2012 doi:10.5296/ber.v2i1.1434 URL: http://dx.doi.org/10.5296/ber.v2i1.1434 Abstract This study explored the effects of motivational factors on women entrepreneurship venturing in Malaysia. The research was conducted on 80 entrepreneurs through random sampling technique. All hypotheses were tested using regression analysis and Pearson correlations, controlling for demographic variables of gender, age, and education, years of experience, and start-up funding. While the results of this study found significant effect of pull motivational factors, there is a marginal effect of push motivational factors on women entrepreneurship venturing in Malaysia. Implications and a number of recommendations are discussed. Keywords: Women entrepreneurship, Pull motivation, Push motivation, Venturing, Malaysia 1 www.macrothink.org/ber Business and Economic Research ISSN 2162-4860 2012, Vol. 2, No. 1 1. Introduction Nearly one billion people are living on less than US$1 a day, an estimated 70 percent of whom are girls and women (UNDP, 2008). One way to alleviate poverty...
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...CHAPTER 12 Feminist Therapy Co-authored by Barbara Herlihy and Gerald Corey INTRODUCTION History and Development KEY CONCEPTS View of Human Nature Feminist Perspective on Personality Development Challenging Traditional Roles for Women Principles of Feminist Psychology THE THERAPEUTIC PROCESS Therapeutic Goals Therapist’s Function and Role Client’s Experience in Therapy Relationship Between Therapist and Client APPLICATION: Therapeutic Techniques and Procedures The Role of Assessment and Diagnosis Techniques and Strategies The Role of Men in Feminist Therapy FEMINIST THERAPY APPLIED TO THE CASE OF STAN SUMMARY AND EVALUATION Summary Contributions of Feminist Therapy Limitations and Criticisms of Feminist Therapy FEMINIST THEORY FROM A MULTICULTURAL PERSPECTIVE Contributions to Multicultural Counseling Limitations for Multicultural Counseling WHERE TO GO FROM HERE RECOMMENDED SUPPLEMENTARY READINGS REFERENCES AND SUGGESTED READINGS 340 SOME C O N TE M P O R ARY FEMINIST T H E R AP I STS Feminist therapy does not have a single founder. Rather, it has been a collective effort by many. We have selected a few individuals who have made significant contributions to feminist therapy for inclusion here, recognizing full well that many others equally influential could have appeared in this space, Feminist therapy is truly founded on a theory of inclusion. member of the board of trustees of the last two. In recent decades...
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...General Hospital (MGH) in Boston; he nearly collided with Lee Schwamm, MD. Knowing that Dr. Schwamm’s overfull schedule as Vice Chairman of Neurology and Director of Acute Stroke and TeleStroke Services meant he had little time to chat, Farrell used the near-collision as an opportunity to quickly mention a recent conversation with a nurse from Falmouth Hospital on Cape Cod. An active participant in the TeleStroke service, Falmouth Hospital was regularly honored for its adherence to best practices in stroke care. “Recently some Falmouth nurses asked how we can convince other MGH departments—such as in critical-care pediatrics—to provide similar telemedicine consultation services,” Farrell stated, adding “Their nurse stroke coordinator, Jean Estes, is a huge cheerleader for TeleStroke.” Dr. Schwamm continued moving toward his office as he replied, No tC Shawn, don’t we already have too much to do? I need to see patients, complete the analysis for a study I am working on, submit a grant application. Next week I will speak at an international neurology conference. Telemedicine can certainly be invaluable in many clinical domains, but there just are not enough hours in the day for us to get involved beyond stroke care. Before entering his office and shutting his door, Dr. Schwamm added one last remark: “We can’t do everything, Shawn—but we can do TeleStroke very well.” Shawn Farrell was not a medical doctor. A graduate of the Boston University School of Management...
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...recommendation to the Partners Investment Committee. He had been asked to analyze the role that different “real assets” could play in Partners’ $2.4 billion long-term pool (LTP) of financial assets. He was then expected, on the basis of that analysis, to recommend both a size and a composition for the real-asset portfolio segment within that LTP. Background Partners Healthcare System was the largest health-care network in New England, providing a range of primary, secondary, and tertiary health-care services to millions of patients from throughout eastern Massachusetts. The Massachusetts General Hospital and the Brigham & Women’s Hospital, two world-famous acute-care hospitals in Boston, had joined together in 1994 to found the Partners network. Both Mass. General and Brigham not only provided acute clinical care but were also research and teaching hospitals affiliated with the Harvard Medical School. Over the next few years, four suburban hospitals had also joined the network, as had dozens of physician organizations (practices with multiple numbers of doctors) across eastern Massachusetts. A variety of important staff functions, including treasury functions like asset management, had been centralized at Partners headquarters in downtown Boston, but all the clinical care and research took place in the decentralized network of hospitals and physician offices (see Exhibit 1). Partners’ Treasury Department, headed by Manning, reported up through a senior vice president of Treasury...
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...How Will All These Daily Decisions Get Made? Harnessing the Power of Organizational Wisdom on a Global Scale E x c e r p t e d fr o m Judgment Calls: Twelve Stories of Big Decisions and the Teams That Got Them Right By Thomas H. Davenport and Brook Manville Buy the book: Amazon Barnes & Noble HBR.org Harvard Business Review Press Boston, Massachusetts Compliments of ISBN-13: 978-1-4221-8965-8 8961BC Copyright 2012 Harvard Business School Publishing Corporation All rights reserved Printed in the United States of America This chapter was originally published as chapter 5 of Judgment Calls: Twelve Stories of Big Decisions and the Teams That Got Them Right, copyright 2012 Harvard Business School Publishing Corporation. No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to permissions@hbsp.harvard.edu, or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163. You can purchase Harvard Business Review Press books at booksellers worldwide. You can order Harvard Business Review Press books and book chapters online at www.hbr.org/books, or by calling 888-500-1016 or, outside the U.S. and Canada, 617-783-7410. 5 Cognizant How Will All These Daily Decisions Get Made? E M...
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...Hendricks a,1, Vinod R. Singhal b,*, Jeff K. Stratman b,2 b Richard Ivey School of Business, The University of Western Ontario, London, Ont., Canada N6A-3K7 College of Management, Georgia Institute of Technology, 800 West Peachtree St., NW, Atlanta, GA 30332-0520, United States Available online 23 March 2006 a Abstract This paper documents the effect of investments in Enterprise Resource Planning (ERP), Supply Chain Management (SCM), and Customer Relationship Management (CRM) systems on a firm’s long-term stock price performance and profitability measures such as return on assets and return on sales. The results are based on a sample of 186 announcements of ERP implementations, 140 SCM implementations, and 80 CRM implementations. Our analysis of the financial benefits of these implementations yields mixed results. In the case of ERP systems, we observe some evidence of improvements in profitability but not in stock returns. The results for improvements in profitability are stronger in the case of early adopters of ERP systems. On average, adopters of SCM system experience positive stock returns as well as improvements in profitability. There is no evidence of improvements in stock returns or profitability for firms that have invested in CRM. Although our results are not uniformly positive across the different enterprise systems (ES), they are encouraging in the sense that despite the high implementation costs, we do not find persistent evidence of negative performance associated with...
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...In te r n a ti o n a l J o u r n a l o f M a n a g e me n t C a s es BOOTSTRAP FINANCING: FOUR CASE STUDIES OF TECHNOLOGY COMPANIES EVA M.TOMORY UNIVERSITY OF TORONTO, CANADA Abstract Innovative businesses, especially in the early stages of their life cycles, often encounter difficulty in obtaining long-term external financing. Their founders tend to seek financing through nontraditional bootstrapping methods to launch their ventures. Bootstrap financing refers to a range of creative ways to acquire resources without relying on borrowing money or raising equity from traditional sources (Freear et al., 1995a). The paper examines how successful technology entrepreneurs used bootstrap financing: the founders of Microsoft Corporation, Apple Inc., Dell Inc. and Research in Motion Ltd. The research investigates the elements of bootstrapping as described in Freear et al. (1995a) and in Winborg and Landström (2001), finding that entrepreneurs use bootstrapping extensively during the early stages of growth for both product and business developments. Bootstrapping methods change as the business develops with certain methods used more at the beginning of the life cycle, and different variations used as the business starts to grow. The study also points out that even the most successful technology-based consumer goods businesses relied on bootstrap financing at the early stages of their development. This technique deserves more attention from the scholarly community since it is certain...
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...Owoseni Omosolape Olakitan __________________________________________________________________________________________ Abstract Various personality variables determine entrepreneurial intentions and ultimately entrepreneurial success. This paper investigated the influence of personality on entrepreneurial success. We examined the impact of gender, locus of control and risk-taking behaviour on the success of an entrepreneur. The participants in this study were thirty-five solo entrepreneurs located around Agbowo, University of Ibadan area, Ibadan, Oyo state, igeria. 34.3 percent were males and 65.7 percent were females aged between 21 and 60. Six hypotheses were tested using various statistical techniques including independent ‘t’ test, analysis of variance and multiple regression. The results showed that risk-taking behaviour and locus of control had no significant interaction effect on entrepreneurial success. There was also no significant difference between risk-taking behaviour and entrepreneurial success. The findings showed that a significant difference existed between internal locus of control and entrepreneurial success. The study also showed that there was no significant difference in the entrepreneurial success based on gender differences. Finally, locus of control, risk-taking behaviour did not collectively predict or determine entrepreneurial success. On the basis...
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...which she and Antje Danielson had started some 10 months before. The idea behind Zipcar—a sophisticated form of car sharing—was simple, yet potentially revolutionary. Chase and Danielson had conducted some initial research during late 1999, and by the end of that year, the two had developed a business plan. They had incorporated in January 2000 and raised their first $50,000 from one angel investor. By June of 2000, the two entrepreneurs had leased 12 cars and were ready to open for business in Boston. By October, the fledgling company had 19 vehicles, nearly 250 members, and the founders had raised—and spent—an additional $325,000 to fund the early stages of operations. Yet, even with this demonstration of viability, Chase and Danielson had not succeeded in raising the equity capital they needed to really grow Zipcar. Beginning in early 2000, Chase had made a series of presentations to potential investors in which she sought $1 million in capital to prove the business model in Boston and, eventually, to set the stage for expanding the business to other U.S. cities. Potential investors seemed intrigued and enthusiastic about the Zipcar idea. While Chase hoped to close on this first round of financing in the fall of 2000, she continued to look for funding alternatives because the money was not yet in the bank. At the end of October 2000, she and Danielson would have the opportunity to make their pitch at Springboard 2000 New England, a venture forum for women-led enterprises. Chase...
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...which she and Antje Danielson had started some 10 months before. The idea behind Zipcar—a sophisticated form of car sharing—was simple, yet potentially revolutionary. Chase and Danielson had conducted some initial research during late 1999, and by the end of that year, the two had developed a business plan. They had incorporated in January 2000 and raised their first $50,000 from one angel investor. By June of 2000, the two entrepreneurs had leased 12 cars and were ready to open for business in Boston. By October, the fledgling company had 19 vehicles, nearly 250 members, and the founders had raised—and spent—an additional $325,000 to fund the early stages of operations. Yet, even with this demonstration of viability, Chase and Danielson had not succeeded in raising the equity capital they needed to really grow Zipcar. Beginning in early 2000, Chase had made a series of presentations to potential investors in which she sought $1 million in capital to prove the business model in Boston and, eventually, to set the stage for expanding the business to other U.S. cities. Potential investors seemed intrigued and enthusiastic about the Zipcar idea. While Chase hoped to close on this first round of financing in the fall of 2000, she continued to look for funding alternatives because the money was not yet in the bank. At the end of October 2000, she and Danielson would have the opportunity to make their pitch at Springboard 2000 New England, a venture forum for women-led enterprises. Chase...
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...Principles of Managerial Finance The Prentice Hall Series in Finance Adelman/Marks Entrepreneurial Finance Andersen Global Derivatives: A Strategic Risk Management Perspective Bekaert/Hodrick International Financial Management Berk/DeMarzo Corporate Finance* Berk/DeMarzo Corporate Finance: The Core* Berk/DeMarzo/Harford Fundamentals of Corporate Finance* Boakes Reading and Understanding the Financial Times Brooks Financial Management: Core Concepts* Copeland/Weston/Shastri Financial Theory and Corporate Policy Dorfman/Cather Introduction to Risk Management and Insurance Eiteman/Stonehill/Moffett Multinational Business Finance Fabozzi Bond Markets: Analysis and Strategies Fabozzi/Modigliani Capital Markets: Institutions and Instruments Fabozzi/Modigliani/Jones/Ferri Foundations of Financial Markets and Institutions Finkler Financial Management for Public, Health, and Not-for-Profit Organizations Frasca Personal Finance Gitman/Joehnk/Smart Fundamentals of Investing* Gitman/Zutter Principles of Managerial Finance* * denotes Gitman/Zutter Principles of Managerial Finance— Brief Edition* Goldsmith Consumer Economics: Issues and Behaviors Haugen The Inefficient Stock Market: What Pays Off and Why Haugen The New Finance: Overreaction, Complexity, and Uniqueness Holden Excel Modeling and Estimation in Corporate Finance Holden Excel Modeling and Estimation in Investments Hughes/MacDonald International Banking:...
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