Anonymous and uninhibited: sexual encounters during the international sojourn

Previous research has focused on sex and romance tourism, but there has been little investigation into the relationships and sexual behaviour of international students, who constitute an important and growing segment of the international tourist population. This study used a narrative interview approach to explore international students’ sexual encounters during their sojourn. The findings show that participants made changes to their sexual behaviour and attitudes during the academic sojourn, which were understood to be temporary. Such change was encouraged by the group norms of the international friendship network and by the anonymity conferred by distance from the home culture. Of significance to participants was the challenge posed to gender roles: traditional conceptions of femininity were put aside for the duration of the year abroad.     

Expert judgements of sea-level rise at the local scale

Whilst local projections of sea-level rise (SLR) are necessary to facilitate targeted climate change adaptation and communication strategies, downscaling from global climate models can be problematic. Here, we use expert probability judgement to elicit a suite of local projections, and associated uncertainties, for future SLR on the Severn Estuary in the south-west of the UK. Eleven experts from a range of policy and academic backgrounds took part in a structured probability elicitation exercise for the years 2050, 2100 and 2200. In addition to the quantitative elicitation, the experts’ reasoning during the task was qualitatively analysed. Quantitative analyses show that although there is consensus that sea levels will rise on the Estuary in future, there is wide variation between judgements and much uncertainty regarding the magnitude of future rise. For example, median estimates of SLR (compared to the 2011 level) range from 9.6 to 40 cm in the year 2050; 20 to 100 cm in 2100; and 35 to 300 cm in 2200. Fifty per cent confidence intervals and ninety per cent confidence intervals vary even more. Qualitative analyses indicate that experts’ judgements may have been influenced by their choice of methods and information sources, the ways in which they thought about the future, and heuristics. The study shows the merits of integrating qualitative and quantitative methods to explore the reasoning behind uncertainty judgements. We conclude that where expert probability judgements are to be used to characterise uncertainty such reasoning should be made explicit.     

The Renaissance of State‐Owned Multinationals

State‐owned multinational enterprises (SMNEs) have significant levels of state ownership and value‐adding activities outside their home countries. SMNEs are undergoing a renaissance, highlighted by their numbers in the global economy and their heightened importance; as a result, they are gaining new attention in the academic literature and in the popular press. This work discusses the reasons for this renaissance and examines the challenges involved in managing SMNEs. SMNEs represent a hybrid organizational form with the dual characteristics of both the state‐owned enterprise (SOE) and the multinational enterprise (MNE). When compared with private MNEs, SMNEs are generally less profit oriented and have a more complex corporate governance structure. They have less autonomy to establish their strategies, but also experience a lower level of uncertainty in their external environment. As a result, SMNEs have more difficulty than private MNEs in developing strategies and making organizational changes. Our study concludes with recommendations to managers for improving SMNE performance. © 2015 Wiley Periodicals, Inc.     

Knowledge acquisition processes during the incubation of new high technology firms

High technology incubators have been funded in universities by the UK government as part of the ‘third mission’ for higher education (DTI 2000a). The provision of such facilities is premised on the notion that new technology firms achieve success at least in part from the benefits of incubators as rich networked environments where specialist knowledge acquisition can occur. This paper presents a exploration of how this process takes place, based on a case study of the high-tech incubator at the University of Southampton. The paper shows that firm founders adopt different approaches to the networked environment provided by the incubator; in this case the shift from Directorial support to that embedding in external networks was significant as firms grew. Taking account of this process should enable incubator managers to develop practices that ensure firms gain maximum advantage from the available resources.     

Deals without delusions

Pursuing a merger or acquisition is inherently difficult. Things get even harder when executives are blind to their own faulty assumptions, say Lovallo--a professor at the University of Western Australia Business School and a senior adviser to McKinsey--and three of his McKinsey colleagues. The authors identify biases that can surface at each step of the M&A process and provide practical tips for rising above them--an approach they call targeted debiasing. During the preliminary due-diligence stage, biases abound. To overcome the confirmation bias, aggressively seek evidence that challenges your initial hypothesis about a deal. The best medicine for overconfidence in identifying revenue and cost synergies is to learn from precedents at your firm and others. Avoiding underestimation of cultural differences between your company and the target requires understanding the differences in the ways people interact at each organization. Misjudging the time and resources you need is at the core of the planning fallacy, which you can elude by formally identifying best practices and continually revisiting them. Finally, dilute conflict of interest by soliciting dispassionate external expertise. The bidding phase is vulnerable to the winner's curse, a phenomenon common in auctions. To avoid paying too much for a target, actively generate alternatives to the deal under consideration and develop a set of bidding cutoff rules. After offering an initial bid, deal makers are susceptible to anchoring, whereby they remain attached to their original price estimate, and to the sunk cost fallacy that they've invested too much to stop now. The secret to overcoming both: Use your newly available access to the target's books to better assess the investment case--and change your tune accordingly.     

Learning Through Interactions: Improving Project Management Through Communities of Practice

Communities of practice are a possible mechanism for improving knowledge sharing among project managers, both within and between organizations. Based on intrinsic and extrinsic motivation, we theorize a model of participation intensity in communities of practice by project managers and explore the use of Web 2.0 technologies to increase this participation. Using structural equation modeling, we test the research model and find that the factors of reputation, enjoyment, and management support impact the participation intensity of project managers in communities of practice. However, we do not find support for the impact of Web 2.0 technologies on participation intensity. This study provides evidence that participation in communities of practice can result in individual benefits for the project manager, as well as in more far‐reaching organizational benefits.     

Analysis of multiple criteria decision support systems for cooperative groups

This article reviews research on multiple criteria decision support systems for cooperative groups. The systems included in this survey integrate concepts from group decision theory, multiple criteria decision methodology, and decision support system technology. Three dimensions are considered in the analysis of existing research: the multiple criteria decision technique used to generate decision alternatives or to choose from a given set; the method used to facilitate individual compromise and group consensus; and the application category, if any.