...Does your career plan include a world of lifelong success? Program of Professional Studies THE CERTIFIED GENERAL ACCOUNTANTS ASSOCIATION OF BRITISH COLUMBIA We see more than numbers. Choose a career that places you on the path to lifelong success. It’s all about opportunity. Accounting professionals can work in any sector, anywhere in the world. And when you choose CGA, you’ll gain the leadership, problem-solving and technical skills that are sought after by organizations in the private, public and not-for-profit sectors. The CGA Program of Professional Studies gives you the tools to succeed in business, no matter where your career takes you. You’ll enter the workforce with the applied knowledge and demonstrated expertise that employers want, including specialized technical knowledge, sectorspecific competencies, problem-solving skills and the ethical integrity to lead. CGA’s competency-based curriculum is simply your best way to prepare for a rewarding career in financial management. Flexible study options and the freedom to choose the career you want CGA is all about choice. You choose the professional-studies path and real-world experience that best match your career goals and interests. We give you the skills and freedom to work in any type of organization, in any industry, at any level of management. With a CGA designation, your opportunities—both professional and personal, at home and around the world—are limitless. Take your place as a highly respected...
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...Strategic Management Journal Strat. Mgmt. J., 26: 287–295 (2005) Published online in Wiley InterScience (www.interscience.wiley.com). DOI: 10.1002/smj.448 RESEARCH NOTES AND COMMENTARIES CLUSTERS, NETWORKS, AND FIRM INNOVATIVENESS GEOFFREY G. BELL* Labovitz School of Business and Economics, University of Minnesota Duluth Campus, Duluth, Minnesota, U.S.A This paper extends current knowledge of industry clusters by disentangling the effects of networks from cluster (i.e., distinctly geographic) mechanisms on firm performance as well as by studying the influence of these different mechanisms on firms located inside and outside the industry cluster. It also highlights the importance of simultaneously modeling multiple networks which may differentially influence important firm outcomes. In the paper, I model the innovativeness of Canadian mutual fund companies as a function of their geographic location—inside or outside the industry cluster of Toronto—and of their centrality in networks of managerial and institutional ties. I find that locating in the industry cluster as well as centrality in the managerial tie network enhances firm innovation, while centrality in the institutional tie network does not. Copyright 2005 John Wiley & Sons, Ltd. INTRODUCTION Industry clusters—groups of geographically proximate firms in the same industry—are a striking feature of the geography of economic activity (Krugman, 1991) examined by industrial geographers at least since Marshall (1920)....
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...discussions, stats, and author profiles for this publication at: http://www.researchgate.net/publication/229781501 Knowledge Based Resources, Entrepreneurial Orientation, and the Performance of Small and Medium-Sized Businesses, Strategic Management Journal, Jg. 24, S. 1307-1314 ARTICLE in STRATEGIC MANAGEMENT JOURNAL · DECEMBER 2003 Impact Factor: 3.78 · DOI: 10.1002/smj.360 CITATIONS READS 574 4,455 2 AUTHORS: Johan Wiklund Dean A. Shepherd Syracuse University Indiana University Bloomington 92 PUBLICATIONS 5,206 CITATIONS 189 PUBLICATIONS 7,587 CITATIONS SEE PROFILE SEE PROFILE Available from: Johan Wiklund Retrieved on: 06 November 2015 Strategic Management Journal Strat. Mgmt. J., 24: 1307–1314 (2003) Published online in Wiley InterScience (www.interscience.wiley.com). DOI: 10.1002/smj.360 RESEARCH NOTES AND COMMENTARIES KNOWLEDGE-BASED RESOURCES, ENTREPRENEURIAL ORIENTATION, AND THE PERFORMANCE OF SMALL AND MEDIUM-SIZED BUSINESSES JOHAN WIKLUND1 * and DEAN SHEPHERD2 1 Center for Entrepreneurship and Business Creation, Stockholm School of Economics, Stockholm, Sweden and Jonkoping International Business School, ¨ ¨ Jonkoping, Sweden ¨ ¨ 2 Leeds School of Business, University of Colorado, Boulder, Colorado, U.S.A. and Jonkoping International Business School, Jonkoping, Sweden ¨ ¨ ¨ ¨ While theory suggests that management has discretion in manipulating resources in order to build competitive...
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...Strategic Management Journal Strat. Mgmt. J., 23: 707–725 (2002) Published online 1 May 2002 in Wiley InterScience (www.interscience.wiley.com). DOI: 10.1002/smj.249 DO FORMAL CONTRACTS AND RELATIONAL GOVERNANCE FUNCTION AS SUBSTITUTES OR COMPLEMENTS? LAURA POPPO1 * and TODD ZENGER2 1 2 Pamplin College of Business, Virginia Tech, Blacksburg, Virginia, U.S.A. John M. Olin School of Business, Washington University, St Louis, Missouri, U.S.A. Relational exchange arrangements supported by trust are commonly viewed as substitutes for complex contracts in interorganizational exchanges. Many argue that formal contracts actually undermine trust and thereby encourage the opportunistic behavior they are designed to discourage. In this paper, we develop and test an alternative perspective: that formal contracts and relational governance function as complements. Using data from a sample of information service exchanges, we find empirical support for this proposition of complementarity. Managers appear to couple their increasingly customized contracts with high levels of relational governance (and vice versa). Moreover, this interdependence underlies their ability to generate improvements in exchange performance. Our results concerning the determinants of these governance choices show their distinct origins, which further augments their complementarity in practice. Copyright 2002 John Wiley & Sons, Ltd. Transaction cost economics (TCE) has emerged as a common framework for understanding...
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...Struggles of Leadership and Stability at KDI By Marlin Hunter 4006 Woodworth Rd. Brookhaven, Pa 19015 Mhunter56@comcast.net Tel. 484-995-1399 MGMT 591-Leadership and Organizational Behavior Instructor Matasha Murrell-Jones December 7, 2014 Introduction of the company Keystone Digital Imaging (KDI) is an independent dealership serving respected business for twenty five years throughout the states of Pennsylvania, Delaware, New Jersey and parts of Maryland. With their main headquarters in Aston, PA dealing with sales and warehouse production, the company has five other locations for sales representatives throughout the areas in Philadelphia PA, Horsham PA, Lancaster PA, Wilmington DE, and Mount Laurel NJ. The company sells copiers and office supplies from top companies like Canon, Savin, Lexmark, Toshiba, Hewlett Packard, and Fujitsu. These sales representatives go to current and new customers to sell them an upgrade machine or a new one. Most machines current KDI customers had was older ones. Some machines as old at ten years. Explaining in details let’s say a sales rep goes to Brat Corporation and this company has a Savin 5050, it’s up to the owners of the company in they want to keep on leasing that particular machine or would they like to upgrade to a new machine which would be Savin C3003. The company provides the two top rated document imaging brands in the country to ensure maximum output and efficiency for their client needs. Both Ricoh which was brought out...
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...FOUNDATIONS OF BUSINESS THOUGHT Business 1050 – 005 #5947 Fall 2015 Monday Professor: W. Tim Miller Email: wtmiller@echelon-inc.com Text: Foundations of Business Thought, 1st edition, Boardman, Sandomir and Sondak (Gray cover) Outlines, notes, syllabus, handouts, etc., all be handled through Canvas. Bus1050, section 005, will meet Mondays a full 3 hours from 6:00 PM until 9:00 PM in SFEBB 160. We will use Canvas exclusively in this class for syllabus, handouts, notes, etc. Be familiar with Canvas. Foundations of Business Thought will introduce the student to the cultural, historical and philosophical thought surrounding the issues of business and commerce throughout the ages. By examining the words of great authors, we will get a sense of the timeless nature of business and make the observation that the issues currently facing individuals and business have their origins in writings centuries old and from a wide array of cultural and geographic underpinnings. A brief historical trace will be made to connect us to those businessmen and women who pursued many of the same goals we do today. The course will be divided into three semester sections with six functional areas, each followed by an Exam. A lecture outline is posted to Canvas in the week that section is started. Section 1: A. The Fundamentals of Business - We will read many of the classics of literature and philosophy to discern the authors' beliefs about business fundamentals and, in the...
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...Introduction The principles of today's management goes back to the mid 1990's when an article named the “principles of scientific management” was published by Fredric Winslow Taylor who pioneered the term ‘scientific management’ in 1911. He defined scientific management as a study to increase productivity by methodologically studying the correlation between the individual and the task for the purpose of reconstructing and improving the work process (Jones and George, 2003). In the 19th and 20th century working hours were long, intense and confined, which resulted in the workers performing their tasks slower (Brodner, 2007). These issues caught the attention of Fredrick Winslow Taylor who was from the industrial revolution era, which was previously characterized by mass production (Asyali and Bastug, 2014). His intention was to increase the efficiency of the workforce by scientifically studying how work was done and by improving each stage without wearing out the laborers (Ahlstorm, 2014). Principles of scientific management After conducting various experiments he derived 4 principles, which contributed to the various management practices upheld in the 20th century (Giannantonio and Hurley-Hanson, 2011). First, science not the rule of thumb. In the industrial revolution managers relied on their personal judgment to resolve issues also referred to as the rule of thumb but all such approaches by the managers would not be efficient. Taylor felt that to increase productivity...
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...Journal of Operations Management 29 (2011) 329–342 Contents lists available at ScienceDirect Journal of Operations Management journal homepage: www.elsevier.com/locate/jom Qualitative case studies in operations management: Trends, research outcomes, and future research implications Mark Barratt, Thomas Y. Choi ∗ , Mei Li Department of Supply Chain Management, W. P. Carey School of Business, Arizona State University, Tempe, AZ 85287-4706, United States a r t i c l e i n f o a b s t r a c t Our study examines the state of qualitative case studies in operations management. Five main operations management journals are included for their impact on the field. They are in alphabetical order: Decision Sciences, International Journal of Operations and Production Management, Journal of Operations Management, Management Science, and Production and Operations Management. The qualitative case studies chosen were published between 1992 and 2007. With an increasing trend toward using more qualitative case studies, there have been meaningful and significant contributions to the field of operations management, especially in the area of theory building. However, in many of the qualitative case studies we reviewed, sufficient details in research design, data collection, and data analysis were missing. For instance, there are studies that do not offer sampling logic or a description of the analysis through which research outcomes are drawn. Further, research protocols for doing...
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...ijcrb.webs.com OCTOBER 2010 VOL 2, N O 6 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS Management Control System Hamed Armesh Faculty of Management ,MMU,Malaysia Listed in ULRICH S Dr. Habibollah Salarzehi , Dr.Baqer Kord Faculty of Management, University of Sistan and Baluchestan Abstract A management control systems (MCS) is a system which gathers and uses information to evaluate the performance of different organizational resources like human, physical, financial and also the organization as a whole considering the organizational strategies. Finally, MCS influences the behaviour of organizational resources to implement organizational strategies. Keywords: Management , Control , Systems 1. Introduction To introduce this topic and understanding the importance of management control system we know that In the present globalised world, organisations need to use management control systems that go beyond the strategies that focus on acquisition of technology and logistics which are not sufficient to give the organisation sustained long-term competitive edge over its competitors. Management Control Systems (MCS) as defined by Anthony (cited by LangfieldSmith, 1997) is the process by which managers ensure that resources are obtained and used effectively and efficiently in the accomplishment of the organization s objectives . MCS is a system used in an organization which collects and uses information to evaluate the performance of the organizational resources...
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...YOU CAN’T HAVE A BIGGER PIE, WITHOUT A BIGGER PAN; THE FORCES BEHIND INTEGRATIVE BARGAINING By Joseph Brick 1 ABSTRACT Integrative bargaining is a highly effective means of negotiating an agreement. However, it is also an underutilized method. Although there has been a recent focus on the topic in the past thirty years, the factors which deem it beneficial are still little understood. What this paper attempts to set forth is an explanation of why integrative bargaining is a successful and desirable method of negotiating. With a better understanding of why integrative bargaining is effective, negotiators may be better able to utilize this method to its full potential. This paper culminates with a suggestion on how to best exploit this new understanding. Research up to this point has suggested that integrative bargaining is desirable due to the increasing the pie rationale. The contention set forth in this paper is that there are alternative factors driving integrative bargaining. Exploration of this theory begins with an analysis of whether integrative bargaining is driven by the interjection of equity principals into what was traditionally a law driven enterprise, that of negotiation. It is argued that the stability of contract which results from an earlier application of equitable principals in the negotiating process is just as crucial to integrative bargaining as the desire to increase the pie. With this conclusion, it becomes apparent that solutions which encourage...
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...Wilfrid Laurier University Scholars Commons @ Laurier Theses and Dissertations (Comprehensive) 2010 Three Essays in Corporate Governance Vishaal Rabindranauth Anand Baulkaran Wilfrid Laurier University Follow this and additional works at: http://scholars.wlu.ca/etd Part of the Management Sciences and Quantitative Methods Commons Recommended Citation Baulkaran, Vishaal Rabindranauth Anand, "Three Essays in Corporate Governance" (2010). Theses and Dissertations (Comprehensive). Paper 1121. This Dissertation is brought to you for free and open access by Scholars Commons @ Laurier. It has been accepted for inclusion in Theses and Dissertations (Comprehensive) by an authorized administrator of Scholars Commons @ Laurier. For more information, please contact scholarscommons@wlu.ca. 1*1 Library and Archives Canada Bibliotheque et Archives Canada Published Heritage Branch Direction du Patrimoine de I'edition 395 Wellington Street Ottawa ON K1A 0N4 Canada 395, rue Wellington Ottawa ON K1A 0N4 Canada Your file Votre reference ISBN: 978-0-494-75409-2 Our file Notre reference ISBN: 978-0-494-75409-2 NOTICE: AVIS: The author has granted a nonexclusive license allowing Library and Archives Canada to reproduce, publish, archive, preserve, conserve, communicate to the public by telecommunication or on the Internet, loan, distribute and sell theses worldwide, for commercial or noncommercial purposes, in microform, paper...
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...2/5/2012 ECONOMIC NEXUS IN WASHINGTON STATE: DEFINING SUBSTANTIAL NEXUS Armikka R. Bryant* I. INTRODUCTION This Article explores the evolving framework of nexus and examines the constitutional constraints imposed on states’ tax jurisdiction and how states overcome those limitations. In 2010, the Washington State Legislature declared that out-of-state businesses with no physical presence in Washington were earning significant income from Washington residents by providing services or collecting royalties on the use of intangible property in the state.1 The Legislature also determined that, although these out-of-state businesses did not have a physical presence in the state and were not paying their fair share of Washington State taxes, they were nonetheless receiving the following significant benefits provided by the state: • Laws providing protection of business interests or regulating consumer credit; • Access to courts and judicial process to enforce business rights, including debt collection and intellectual property rights; • An orderly and regulated marketplace; and • Police and fire protection and a transportation system benefiting in-state agents and other representatives of out-of-state businesses.2 * Armikka R. Bryant, Tax Policy Counsel, Washington State Department of Revenue; J.D., 2001, The University of Iowa; LL.M. (Taxation), 2004, The University of Washington; B.A., 1997, The University of Michigan; member of Washington State Bar. I would...
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...MERGERS & ACQUISITIONS INTRODUCTION Why merge? Why sell? A division of a company might no longer fit into larger corp’s plans, so corp sells division Infighting between owners of corp. Sell and split proceeds Incompetent management or ownership Need money Business is declining (e.g. a buggywhip company) Industry-specific conditions Economies of scale BASIC DEFINITIONS: MERGER: Owners of separate, roughly equal sized firms pool their interests in a single firm. Surviving firm takes on the assets and liabilities of the selling firm. PURCHASE: Purchasing firm pays for all the assets or all the stock of the selling firm. Distinction between a purchase and a merger depends on the final position of the shareholders of the constituent firms. TAKEOVER: A stock purchase offer in which the acquiring firm buys a controlling block of stock in the target. This enables purchasers to elect the board of directors. Both hostile and friendly takeovers exist. FREEZE-OUTS (also SQUEEZE-OUTS or CASH-OUTS): Transactions that eliminate minority SH interests. HORIZONTAL MERGERS: Mergers between competitors. This may create monopolies. Government responds by enacting Sherman Act and Clayton Act VERTICAL MERGERS: Mergers between companies which operate at different phases of production (e.g. GM merger with Fisher Auto Body.) Vertical mergers prevents a company from being held up by a supplier or consumer of goods. LEVERAGED BUYOUTS (LBOs): A private...
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...THE PDMA HANDBOOK OF NEW PRODUCT DEVELOPMENT T HIRD E DITION Kenneth B. Kahn, Editor Associate Editors: Sally Evans Kay Rebecca J. Slotegraaf Steve Uban JOHN WILEY & SONS, INC. Cover image: © Les Cunliffe/iStockphoto Cover design: Elizabeth Brooks This book is printed on acid-free paper. Copyright © 2013 by John Wiley & Sons, Inc. All rights reserved Published by John Wiley & Sons, Inc., Hoboken, New Jersey Published simultaneously in Canada No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 7486008, or online at www.wiley.com/go/permissions. Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with the respect to the accuracy or completeness of the contents of...
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...The Meaning of Privatization Copyright 1988 by Paul Starr. Seite 1 Readers may redistribute this article to other individuals for noncommercial use, provided that the text and this notice remain intact. This article may not be resold, reprinted, or redistributed for compensation of any kind without prior written permission from the author. If you have any questions about permissions, please contact the author at (609) 258-4533 or by e-mail at starr@princeton.edu. Preferred Citation: Paul Starr, "The Meaning of Privatization," Yale Law and Policy Review 6 (1988): 6-41. This article also appears in Alfred Kahn and Sheila Kamerman, eds., Privatization and the Welfare State (Princeton University Press, 1989). The Meaning of Privatization Paul Starr Privatization is a fuzzy concept that evokes sharp political reactions. It covers a great range of ideas and policies, varying from the eminently reasonable to the wildly impractical. Yet however varied and at times unclear in its meaning, privatization has unambiguous political origins and objectives. It emerges from the countermovement against the growth of government in the West and represents the most serious conservative effort of our time to formulate a positive alternative. Privatization proposals do not aim merely to return services to their original location in the private sphere. Some proposals seek to create new kinds of market relations and promise results comparable or superior to conventional public programs. Hence...
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