regulators' and the financial press,^ academic research has shown limited evidence of earnings management. While practitioners and regulators seem to believe that earnings management is For example, SEC Chairman Levitt delivered a major speech on earnings management in the fall of 1998 in which he advocated a niunber of initiatives to improve the quahty of financial reporting (Levitt 1998). As part of this effort, the Blue Ribbon Committee has proposed, among other things, that auditors report
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Extended Case Study 6 The rise and fall of Marconi Background There can be few who are not aware of the spectacular crash of Marconi, which, in the space of two years, went from a share value of £12.50 to under 2p, a stock market valuation of £35bn to just a few million pounds, and a profit of £750m to a loss of some £5.6bn, one of the biggest in UK corporate history. Marconi grew out of GEC, the giant industrial conglomerate built by Arnold Weinstock. In a period when the UK’s industrial
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and collaborator Friedrich Engels introduced him to socialist and communist ideas, i. e., to ideas which progressed from mere political to social and economic reforms. For the rest of his life Marx dedicated himself to the project of radically restructuring modern industrial society along socialist and communist lines. In time he became the single most important theoretician and prominent leader of a growing international labor movement. Since Marx participated in the Revolution of 1848 as an influential
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Europe - Open Skies in Europe has meant the formation of a single aviation market. Significantly, this arrangement did not come about as a result of countries negotiating an open skies agreement - rather it was imposed on them by a central authority, as a consequence of the Treaty they signed when joining the Community. Open Skies have worked well overall in Europe. There has not been excessive instability, there has been a moderate degree of restructuring, and there has been significantly more competition
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Electricity Supply Authority (ZESA), and a legal and regulatory reform programme for the electricity sector in general. Ten years later, significant success has been achieved in improving the utility’s performance in technical operations and customer service. However, there has been very little progress on the legal and regulatory front. This has adversely affected the utility’s financial performance, as well as frustrating the Government’s efforts in attracting private sector investment. The Zimbabwe
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CULTURE AND EMPLOYEES’ ATTITUDES. THEY’VE TEASED OUT THE TENSIONS BETWEEN TOP-DOWN TRANSFORMATION EFFORTS AND PARTICIPATORY APPROACHES TO CHANGE. AND THEY’VE EXHORTED COMPANIES TO LAUNCH CAMPAIGNS THAT APPEAL TO PEOPLE’S HEARTS AND MINDS. STILL, STUDIES SHOW THAT IN MOST ORGANIZATIONS, TWO OUT OF THREE TRANSFORMATION INITIATIVES FAIL. THE MORE THINGS CHANGE, THE MORE THEY STAY THE SAME. MANAGING CHANGE IS TOUGH, BUT PART OF THE PROBLEM IS THAT THERE IS LITTLE AGREEMENT ON WHAT FACTORS MOST INFLUENCE
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Business School Table of Contents 1. Valmont Industries HBP Case # UVA-F-1191 ............................................................................... 1 2. Super Project HBP Case # 9-112-034 ........................................................................................... 21 3. Calaveras Vineyards HBP Case # UVA-F-1094 ........................................................................... 37 4. Paginas Amarelas HBP Case # UVA-F-1210 ..........................................
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Transnational Strategy Name Course Instructor Date Introduction The global environment over the past decade has changed dramatically (Friedman, 2005), with increasing globalization ushering in an era of unprecedented competition, particularly for Western countries in light of the emerging Asian Giants. This has been further compounded by the 2008 financial crisis and the resulting economic crisis (Hill & Jones, 2010), which have led to diminished consumer spending
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reflect: • Greater focus on the change in general government debt, as a supplement to the reported fiscal balance analysis; • Added attention to inflationary pressures, as they show the potential to emerge as a more important credit factor than has been the case in recent years; • Updated data and examples; and •
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STRATEGIC MANAGEMENT OF ORGANISATIONS A CASE STUDY OF BHARAT SANCHAR NIIGAM LIMITED INTRODUCTION Bharat Sanchar Nigam Ltd (BSNL), the corporate version of erstwhile DOT, came to existence on 1st October 2000. Ever since the formation of BSNL, the Indian telecommunications scenario has been transforming itself into a multi-player, multi-product market with varied market sizes and segments. Within the basic phone service the value chain has split into Basic services, long distance players
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