...Management Research, Volume 5, Number 8. Baldwin, C and Clark, K (1992). “Capabilities and Capital Investment: New Perspectives on Capital Budgeting,” Journal of Applied Corporate Finance, 5(2), 67-82. Emmanuel, C and Otley, D (1995). Readings in Accountingfor Management Control, London: Chapman and Hall. Ittner, C.D., Larcker, D.F., 1998. Innovations in performance measurement: trends and research implications. J. Manage. Acc. Res. 10, 205–239. Jeans, M and Morrow, M (1990). “Performance Measurement in the UK Industry,” Journal of Cost Management for the Manufacturing Industry, 3(1), 51-54. Joshi, P L (2001). “The International Diffusion of New Management Accounting Practices: The Case of India,” Journal of International Accounting, Auditing, and Taxation, 10(1), 85-109. Kaplan, Robert S and Norton, David P (1992). “The Balanced Scorecard: Measures that drive Performance,” Harvard Business Review, 70(1), January-February, 71-79. Kaplan, Robert S and Norton, David P (1996a). The Balanced Scorecard: Translating Strategy into Action, Boston: Harvard Business School Press. Kaplan, Robert S and Norton, David P (1996b). “Using the Balanced Scorecard as a Strategic Management System,” Harvard Business Review, 74(1), January-February, 75-85. Parker, L D (1979). “Divisional Performance Measurement: Beyond an Exclusive Profit Test,” Chapter 25, in Emmanuel, C and Otley, D (eds.) Readings in Accounting for Management Control, 551-568. Olson, Eric M and Slater, Stanley F (2002)...
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...Bibliography – Cold War Task MH 1. Waltz 1979. 2. See, for example, Kennedy 1987; Snyder 1991; and McKeown 1991. 3. Foreign Relations of the United States 1950, I, 252. 4. Nitze 1980, 172. 5. Gowa 1994. 6. See Frieden 1994; and Gibbs 1990. 7. See McKeown 1984; and Baldwin 1985. 8. Nelson 1988, 800-808. 9. Magee, Brock, and Young 1989. 10. Magee, Brock, and Young 1989, 101-10. 11. Sectoral conflict arguments are often used to explain foreign economic policy. Since James Kurth's seminal article on the topic, many other scholars have made related arguments about sectoral conflict; see Kurth 1979. Ferguson and Frieden link interwar U.S. foreign economic policy to competing blocs of capital-intensive, internationally oriented firms, and labor-intensive, domestically oriented industries; see Ferguson 1984; and Frieden 1988. Gourevitch relates the policy responses to economic crises in the United States and Western Europe to the coalitions among various industrial sectors; see Gourevitch 1986. Many others, including Baldwin; Cassing, McKeown, and Ochs; and Milner have addressed the influence of differently situated industries in the development of trade policy; see Baldwin 1985; Cassing, McKeown, and Ochs 1986; and Milner 1988. Whereas most recent work on sectoral conflict has focused primarily on foreign economic policy, some classic accounts of foreign policy link sectoral conflict to states' broader international orientation; see Hobson [1902] 1965, 46-63; and Kehr 1977...
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...Jay Schumacher 301083363 July 24 2012 ASSIGNMENT 2 CMNS 261 - Documentary Research in Communication Course Authour: Donald Gutstein Course Tutor Marker: Vincent Andrisani Policy document Research and Analysis Canada. Access to Information Review Task Force. (2002, June). Access to Information: Making it Work for Canadians. Page 2 Policy document Research and Analysis Canada. Access to Information Review Task Force. Overview: The decision to implement an Access to Information Act (ATIA) in Canada was a process initiated in the early 1970s and only in 1982 was a workable law established in this country. Through many years, the preliminary actions were taken by a few and only after the government officially decided to develop the law, was a real concerted effort expended on the Access To Information Act (ATIA). Heralded as an example to be followed, it has been many years since the law was amended to keep up with the times of the changing face of information access. As a result the Canadian act has languished for many years with a constant whittling away at the right to access culminating with the current outcry that the law must be made more workable. This is a brief search of the actions that have been taken and their results. Historical aspects of Access to Information in Canada: The existing Access to Information Act (ATIA) as passed by the Federal Parliament in 1982, and was enacted in1983 after years of attempts...
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...Hitler, Mussolini and the British, 1935-36 The year 1935 began with the question of Germany getting back its coal producing Saar region – a region just south of independent Luxembourg, and about as big. The treaty that had ended World War I, signed at Versailles, had entrusted the Saar region to the League of Nations and an occupation by France, and a plebiscite was to decide the region's future. A little over two thousand people (0.4 percent) in the Saar voted to join France; nine percent voted to remain under the League of Nations; and ninety percent voted to join Germany. Hitler responded by saying he was proud of the German people. He announced that Germany had no more territorial claims against France (in other words no claim on Alsace and Lorraine) and he spoke of hope that the decision regarding the Saar was a decisive step on the road to gradual reconciliation with Germany's former enemies. Instead of moving closer to reconciliation, as the year progressed Europe moved closer to war. In 1935 Britain announced an increase in armaments, and the French increased conscripted military service from one to two years because of a shortage of young men of draft age. Hitler said he was responding to the failure of other European powers to disarm and to the Soviet Union having enlarged its military forces. He announced to the world that Germany was rearming, that he was establishing military conscription, enlarging Germany's army to thirty-six divisions and increasing Germany's...
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...Organizational Research/ Analysis Paper Organizational Research/Analysis Paper: Starbucks In 1971 Starbucks was founded on a love for coffee. Three businessmen, Gordon Bowker, Jerry Baldwin, and Zev Siegl, had a desire to share that love with Seattle by opening a small coffee shop known as Starbucks Coffee, Tea & Spice. Ten years later Starbucks had grown to four retail stores located throughout the Seattle area. Whole bean coffee was sold at all four locations. Upon reaching 100 stores in 1992 the company went public. Starbucks grew at an exponential pace thereafter, into a successful, well-known international organization that helps roughly 35 million customers a week (Stanley, 2002). The purpose of this paper is to discuss and analyze Starbucks’ organizational structure, organizational behaviors in communication and ethical decision making, and organizational goals. Organizational structure “is depicted through its organizational chart and recognizes concepts of differentiation and integration” (Anthony, Gales & Hodge, 2003). It’s a “formal composition of task and reporting relationships that allows the company to control, coordinate, and motivate employees so a common goal can be achieved (Hitt, 2008). Starbucks uses a matrix configuration by combining divisional and functional structures. Because of the complexity of matrix structures, Starbucks is categorized as a mechanistic organization, which entails high vertical and horizontal complexity, high formalization...
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...MARKETING IN THE 21ST CENTURY COMMENTARY Implementation Strategies in the Market-Driven Strategy Era David W. Cravens Texas Christian University The very insightful analysis of marketing strategy implementation by Piercy (1998 [this issue]) points to several key issues concerning the role of marketing in the 21st century. Perhaps most compelling is his assessment of the potential threats to the role of marketing in the organization and implementation in particular. He examines several important concerns presented by the lean enterprise paradigm (Womack and Jones 1996). While I am more optimistic about the future of the discipline, relevant dimensions of change promise to significantly alter the nature and scope of marketing strategy and its implementation. Business strategy has entered a new market and competitive environment, appropriately designated as the market-driven era because of its central focus on the market as the basis for strategy design and implementation (Cravens, Greenley, Piercy, and Slater 1998; Day 1994). A pervasive dimension of this era is the pivotal role of the market in guiding strategic change. While the paradigms based on the market-driven era continue to evolve, it is apparent that markets provide the focus of strategic thought and practice. This focus offers an array of challenges and opportunities to the marketing discipline. Many academics and executives are examining the fundamental assumptions and guidelines underlying strategy formulation...
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...are experts in evidence-based nursing and practice in a range of specialty areas, such as oncology, pediatrics, geriatrics, psychiatric/mental health, adult health, acute/critical care, and community health among others. In addition to direct patient care, CNSs also engage in teaching, mentoring, consulting, research, management and systems improvement. Able to adapt their practice across settings, these clinicians greatly influence outcomes by providing expert consultation to all care providers and by implementing improvements in health care delivery systems. AACN supports the full definition of the Clinical Nurse Specialist outlined in the American Nurses Association’s 2004 publication titled Nursing: Scope & Standards of Practice. (See Attachment A). Further, the growing body of research on CNS outcomes shows a strong correlation between CNS interventions and safe, cost-effective patient care. CNS practice has been directly linked to reducing hospital costs and lengths of stay, reduced frequency of emergency room visits, improved pain management practices, increased patient satisfaction with nursing care, and fewer complications in hospitalized patients (Fulton & Baldwin, 2004). Given this strong connection to patient safety, AACN encourages hospitals and...
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...This chapter is an introduction to the ideas, people, and events that have guided scientific activity in developmental psychology over the past century. Its preparation has been facilitated by several recent publications on the history of developmental psychology. The views of the past held by active researchers are reflected in chapters of the edited volume, A Century of Developmental Psychology (Parke, Ornstein, Rieser, & Zahn-Waxler, 1994). The contributors are, with few exceptions, currently involved in contemporary research. Secondary commentaries can provide useful guides and interpretations, but there is no substitute for consulting original sources. To that end, a reprint series containing historically significant original articles and volumes has been prepared by Wozniak (e.g., 1993, 1997). Other recent volumes include the contributions of professional historians and others who are not enmeshed in current empirical debates of the discipline (e.g., Broughton & Freeman-Moir, 1982; Elder, Modell, & Parke, 1993). In addition, the social relevance and the making of the discipline in American society have been told expertly by Sears (1975) and White (1995). Any single overview—including this one—can tell only part of the story.1 Adopting the convention used in the previous Handbook of Child Psychology, 20 years must lapse before a contribution or event qualifies as historical. Two decades constitute approximately one generation in the life of our science; therefore, 1976...
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...Institute of Management Sciences, University of Baluchistan, Quetta, Pakistan. Accepted 27 May, 2011 The purpose of this paper is to gain an insight into the conflict management in public and private sector universities in Khyber Pakhtunkhwa, Pakistan. To achieve the earlier mentioned purpose, survey method was used with the help of questionnaire. In this research, impact of university type (public and private sector) was examined on the conflict management strategies of the teachers in higher education. Moreover, a systematic approach was adopted to discover existence of conflict, its intensity, types and sources in these two types of universities. Results indicate that conflict was intense in the public sector universities; interpersonal conflict was more prevalent in public sector while task conflict was high in the private sector universities. Findings indicated that faculty in both types of universities used integrating, compromising and avoiding styles simultaneously in case of conflict. There was no significant difference in the conflict management strategies of both types of universities. Finally, it was revealed that there was no formal system in both types of universities to manage conflict. Key words: Conflict, conflict management, conflict management strategies, public and private sector universities. INTRODUCTION Most of the research on conflict has been conducted in traditional organizations but it does not mean that educational institutions are free...
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...Political Carrer Winston Churchill | | | 11/22/2011 11/22/2011 The Life and Career of Sir Winston Churchill Churchill was involved in every important event of England’s from the Boer War to World War II. He served six British monarchs, from Queen Victoria to Elizabeth II. Through his life he was a statesman, soldier, author, journalist and twice prime minister, Churchill’s career has no parallel in modern history. The Early Years Sir Winston Leonard Spencer Churchill was born at Blenheim Palace in Oxfordshire, England, on November 30, 1874. His father, Lord Randolph Churchill, was a brilliant politician, even though he was one of the most hated. His mother was the American Jennie Jerome. One of his ancestors was John Churchill, Duke of Marlborough, a great military hero. Winston Churchill himself showed no early signs of greatness. He was in fact a stubborn, unruly, manipulative, and often difficult red-haired boy and a poor student. He was also given to unpredictable behavior. Before he was even seven years old, it was already clear that he was headstrong, highly opinionated, and virtually impossible to control. He spent four years at Harrow School at the very bottom of his class. However during this time he showed that he had a remarkable memory similar to his father's. He particularly enjoyed English. From early childhood soldiers and warfare fascinated Churchill and he often played with a large collection of lead soldiers in his nursery. His later years at...
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...Press, Inc., publishes works that further Oxford University’s objective of excellence in research, scholarship, and education. Oxford New York Auckland Cape Town Dar es Salaam Hong Kong Karachi Kuala Lumpur Madrid Melbourne Mexico City Nairobi New Delhi Shanghai Taipei Toronto With offices in Argentina Austria Brazil Chile Czech Republic France Greece Guatemala Hungary Italy Japan Poland Portugal Singapore South Korea Switzerland Thailand Turkey Ukraine Vietnam Copyright © 2006 by Jonathan A. Knee Published by Oxford University Press, Inc. 198 Madison Avenue, New York, NY 10016 www.oup.com Oxford is a registered trademark of Oxford University Press All rights reserved. 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, or otherwise, without the prior permission of Oxford University Press. Library of Congress Cataloging-in-Publication Data is available ISBN-13: 978-0-19-530792-4 ISBN-10: 0-19-530792-5 1 3 5 7 9 8 6 4 2 Printed in the United States of America on acid-free paper For Chaille Bianca and Vivienne Lael and William Grant who says he wants to be an investment banker ACKNOWLEDGEMENTS As a f i r s t - t i m e au t h o r , I have many people to thank. Luckily for the reader, most of them are current and former employees of Goldman Sachs and Morgan Stanley who would prefer not to be cited. Their support and insight were invaluable to this enterprise...
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...no. 1-0023 Starbucks Coffee Company* On an overcast February afternoon in 2000, Starbucks CEO Orin Smith gazed out of his office window in Seattle and contemplated what had just occurred at his company’s annual shareholder meeting. In prior years, the meeting had always been a fun, all-day affair where shareholders from around the country gathered to celebrate the company’s success. This year, however, Smith and other senior Starbucks executives heard an earful from the activist group Global Exchange. A human rights organization dedicated to promoting environmental, political, and social justice around the world, Global Exchange criticized Starbucks for profiting at the farmer’s expense by paying low prices and not buying “fair trade” beans. Not only did the activists disrupt the company’s annual meeting to the point that the convention hall security police asked the activists to leave, but they also threatened a national boycott if the company refused to sell and promote fair trade coffee. Although Smith strongly disagreed with using the shareholders meeting as a public forum, he knew there was a strong likelihood his company could face serious reprisals if it did not address the issues raised by Global Exchange. Fair trade began after World War II as religiously–affiliated, non-profit organizations purchased handmade products for resale from European producers. During the 1970s and 1980s, the concept evolved further into buying crafts from low-income, third-world producers...
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...Limited Arch Capital Group Ltd Acergy S.A. Alum Corp of China Limited Arch Coal, Inc. ALCON Aecom Technology Corporation Accenture PLC Ancestry.com, Inc. Acorda Therapeutics, Inc. Adobe Systems Inc Analog Devices, Inc. Adolor Corp Archer-Daniels-Midland Co Automatic Data Processing Alliance Data Systems Autodesk Inc Adtran Inc AMERICAN DAIRY INC Associated Estates Realty Ameren Corporation Advanced Energy Industries Inc Agnico-Eagle Mines Ltd. American Eagle Outfitters American Electric Power Aercap Holdings N.V. NYSE Arca Lead Market Maker UBS SECURITIES, LLC MORGAN STANLEY & CO CITADEL SECURITIES LLC CITADEL SECURITIES LLC TIMBER HILL LLC GOLDMAN SACHS & CO WOLVERINE TRADING, L.P. GOLDMAN SACHS & CO WOLVERINE TRADING, L.P. CUTLER GROUP, LP CITADEL SECURITIES LLC TIMBER HILL LLC CITIGROUP DERIVATIVES MKTS INC. GOLDMAN SACHS & CO CITADEL SECURITIES LLC WOLVERINE TRADING, L.P. CITADEL SECURITIES LLC MORGAN STANLEY & CO WOLVERINE TRADING, L.P. CITIGROUP DERIVATIVES MKTS INC. CITADEL SECURITIES LLC WOLVERINE TRADING,...
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...Current financial crisis Economic growth involves metamorphosis of the financial system. Forms of banks and bank money change. These changes, if not addressed, leave the banking system vulnerable to crisis. There is no greater challenge in economics than to understand and prevent financial crises. The financial crisis of 2007-2008 provides the opportunity to reassess our understanding of crises. All financial crises are at root bank runs, because bank debt—of all forms—is vulnerable to sudden exit by bank debt holders. The current crisis raises issues for crisis theory. And, empirically, studying crises is challenging because of small samples and incomplete data. *Written as a contribution for Trade, Globalization and Development: Essays in Honor of Kalyan Sanyal, edited by Sugata Marjit and Rajat Acharya (Springer Verlag; forthcoming). Some of this essay draws from material in my book Misunderstanding Financial Crises (Oxford University Press; forthcoming November 2012). I worked at AIG Financial Products as a consultant from 1996-2008. I thank Doug Diamond, Bengt Holmström, Arvind Krishnamurthy, and Guillermo Ordoňez for comments.1 1. Introduction Economic development does not result in the elimination of financial crises. The recent financial crisis of 2007-2009 in the United States and Europe shows that market economies, however much they grow and change, are still susceptible to collapse or near-collapse from financial crisis. This is a staggering thought...
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...Harvard Business School Strategy Working Paper Series Working Paper Number: 02-061 Working Paper Date: February 2002 “Airbus vs. Boeing in Super Jumbos: A Case of Failed Preemption” Benjamin Esty (Harvard Business School) Pankaj Ghemawat (Harvard Business School This paper can be downloaded without charge from the Social Science Research Network electronic library at: http://ssrn.com/abstract_id=302452 Airbus vs. Boeing in Superjumbos: A Case of Failed Preemption* August 3, 2001 Rev. February 14, 2002 Benjamin C. Esty Morgan 381 Harvard Business School Boston, MA 02163 Tel: (617) 495-6159 e-mail: besty@hbs.edu Pankaj Ghemawat Morgan 227 Harvard Business School Boston, MA 02163 Tel: (617) 495-6270 e-mail: pghemawat@hbs.edu *Acknowledgements: Ramon Casadessus-Masanell, Bruno Cassiman, Richard Caves, Ken Corts, Tarun Khanna, Julio Rotemberg, Vicente Salas Fumas, Xavier Vives and seminar/workshop participants at Boston University, Copenhagen Business School, Harvard Business School, INSEAD, New York University and Universitat Autonoma de Barcelona provided helpful comments. So did senior executives at both Airbus (Adam Brown, John Leahy) and Boeing (Tim Meskill, Randy Baseler, and Jim Jessup), although their comments do not constitute an endorsement of the material in either the teaching case or this paper. We also gratefully acknowledge help from Ed Greenslet, Don Schenk, and The Airline Monitor in obtaining data and insights about the commercial jet aircraft industry...
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