34 35 36 37 S 38 R 39 CHAPTER 13 Making Markets Work Ceaseless market vigilance — How cheap a future — The myth of free markets — Skewed markets mean lost capital — Fiddling with the switches — An ordered arrangement of wastebaskets — “Satisficing” — When regulation fails — Golden carrots — Plain vanilla motors — Making a market in nega-resources — Alternative annual report C H U R C H I L L O N C E R E M A R K E D T H AT D E M O C R A C Y I S T H E W O R S T S Y S T E M O F government
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University of Exeter Self-assessment questions Feedback on self-assessment questions Summary 20 21 Strategic risk management 43 Introduction 3.1 Why strategic risk management is necessary in today’s climate Case Study: Research In Motion 3.2 Assessing and evaluating different types of risk facing the organisation 3.3 Evaluating risk management processes 3.4 Evaluating the role of organisational culture in
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OPERATIONS Role of operations management Strategic role of operations Operations management is an essential key business function that overlaps with the other business functions such as marketing, finance and human resources management. Strategic means ‘affecting all key business areas’; that is, the strategic role of operations management involves operations managers contributing to the strategic plan of the business. Some of the different costs in the operations function include; input costs
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creation of new technology firms, however, this is only part of a wide and varied terrain. The focus of this paper is social entrepreneurship - those activities associated with the perception of opportunities to create social value and the creation of social purpose organisations to pursue them. Social enterprises adopt financially sustainable strategies to pursue social aims, and address a wide range of social problems, such as unemployment, inequalities in access to health and social care services
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All rights reserved. Keywords: New product evaluation; Research and development; Production; Marketing 1. Introduction 1.1. Background New product development (NPD) has been an important activity for firms. At the same time, it is a very risky and uncertain process. Throughout this long process, firms need to evaluate their new q This article is based on the authorÕs dissertation that was a finalist at the 1997 Academy of Marketing Science Best
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Original Contributions Data Mining Applications in Healthcare Hian Chye Koh and Gerald Tan A B S T R A C T Data mining has been used intensively and extensively by many organizations. In healthcare, data mining is becoming increasingly popular, if not increasingly essential. Data mining applications can greatly benefit all parties involved in the healthcare industry. For example, data mining can help healthcare insurers detect fraud and abuse, healthcare organizations make customer relationship
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chapter, you should be able to: 1. Distinguish between different theories of audit services including agency theory. 2. Understand drivers for audit regulation. 3. Understand the role of public oversight. 4. Distinguish between different audit firms. 5. Identify some current developments in the audit market. 6. Portray the series of industry codes of conduct and guidance 2.2 Introduction The emergence of today’s auditors happened during the Industrial Revolution that started in Great Britain
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The Little Book of Valuation Aswath Damodaran Stern School of Business 44 West Fourth Street, 9-‐96 New York, NY 10012 Email: adamodar@stern.nyu.edu Phone: 212-‐998-‐0340 First draft: October 14, 2010 Preface Knowing the value of an asset may not be a prerequisite for investing
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MBA Program Course: Financial Analysis and Decision Making MBA730 Instructor: Marlena L. Akhbari Wright State University Finance and Financial Services McGraw-Hill/Irwin =>? McGraw−Hill Primis ISBN: 0−390−42334−3 Text: Case Studies in Finance: Managing for Corporate Value Creation, 4/e Bruner This book was printed on recycled paper. MBA Program http://www.mhhe.com/primis/online/ Copyright ©2003 by The McGraw−Hill Companies, Inc. All rights reserved. Printed in the United States
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and/or management must affect incentives within the nonprofit firm in ways that are compatible with trustworthiness (Aincentive compatibility challenge@), (2) nonprofit behavior must not be adulterated by individuals taking advantage of the perceived trustworthiness (Aadulteration challenge@), and (3) nonprofit status must be treated as a reliable predictor of organizational behavior by consumers, when the reputation of individual firms is not seen as reliable (Areputational ubiquity challenge@).
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