Using creativity to achieve an entrepreneurial future for arts marketing

• The marketing concept fails to explain marketing behaviour of small firms. Similar comments are now being made of large firms. This gap between theory and practice is even more significant in non-profit and arts organisations where sector specific philosophies often determine how marketing is embraced, with its underlying notions of the customer and profitability. Many of these organisations must overcome severe resource constraints by thinking creatively. This paper investigates the relationship between art, marketing, entrepreneurship and creativity in order to reach a clearer understanding of how creativity can assist both the arts organisation and those involved in researching the sector. There have been increasing calls within the academic marketing community to instil a creative philosophy within the research process. This call has not resulted in much research on the phenomenon within marketing, and certainly not from a nonprofit perspective. This paper discusses creativity as a concept drawing on a diverse range of literatures outside the management discipline. The link between creativity, marketing, entrepreneurship and art is analysed. Justification of the incorporation of creativity in the research process is presented for practitioners and theorists in marketing and the arts, so that they can learn from each others' disciplines. Implications for future research are presented, where creativity is viewed as the centre of a non-linear, free thinking understanding of artistic truth.

Copyright © 2005 John Wiley & Sons, Ltd.     

Evaluation of incidental findings on MRI of the central nervous system: part II

During the course of routine neuroradiologic imaging evaluation, various abnormalities are occasionally identified that may be considered "incidental findings." The significance of these is not always clear, and additional evaluation may be necessary. Part 2 presents an additional series of magnetic resonance (MR) images to illustrate several "incidental findings," describe their significance, and discuss where additional evaluation or follow-up may be required.     

Determination of trade flows and choice of trade partners: Reconciling the Heckscher-Ohlin and the Burenstam Linder models of international trade

Zusammenfassung Die Bestimmung der Handelsstr?me und Auswahl der Handelspartner: Wie man die Au\enhandelsmodelle von Heckscher-Ohlin und von Burenstam Linder in Einklang bringt. — In der Au\enhandelsliteratur werden zwei Ans?tze zur Bestimmung der komparativen Vorteile unterschieden: (i) das Heckscher-Ohlin-Modell, das die relative Verfügbarkeit der Produktionsfaktoren als die ent-scheidende Determinante der Handelsbeziehungen ansieht; und (ii) das Burenstam Linder-Modell, das untersucht, wie sich gleichartige Pr?ferenzen der Konsumenten in der Nachfrage und im internationalen Handel niederschlagen. Dieser Artikel verbindet beide Ans?tze in einem einzigen Modell, in dem jeder der beiden Ans?tze nur einen Spezialfall darstellt. In dem Aufsatz wird die Bedeutung des gemeinsamen Modells für die Handelsstr?me, die Konsumm?glichkeiten und die Relation zwischen dem Au\enhandel und der Gr?\e einer Volkswirtschaft analysiert. Im empirischen Teil wird demonstriert, wie nützlich das Modell bei der Vorhersage des Handels mit unterschiedlichen Produktgruppen ist.

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Résumé La détermination des flux d’échanges et le choix des partenaires com-merciaux: La réconciliation des modèles de l’échange international de Heckscher-Ohlin et de Burenstam Linder. — La littérature sur les échanges internationaux distingue entre deux approches à la détermination de l’avantage comparatif: (i) le modèle de Heckscher-Ohlin qui regarde l’abondance relative des facteurs de production comme déterminant principal des relations commerciales; (ii) le modèle de Burenstam Linder qui examine la similarité des préférences des consommateurs comme elle est reflétée sur la situation de demande et les effets sur le commerce extérieur. Cet article incorpore les deux approches dans un seul modèle dans lequel chaque approche constitue un cas spécial. L’article examine les implications du modèle unifié pour les relations commerciales, les possibilités de consommation et le rapport entre les échanges internationaux et la dimension de l’économie. La section empirique démontre l’utilité du modèle pour prédire les relations commerciales des différents groupes des biens.

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Resumen Determination de los flujos comerciales y la elección de los socios comerciales: Reconciliando los modelos de comercio international de Heckscher-Ohlin y Burenstam Linder. — La literatura del comercio internacional distingue entre dos planteamientos para la determinatión de las ventajas comparativas: (i) el modelo de Heckscher-Ohlin, que considera la abundancia relativa de factores de production como el determinante más importante para el patrón de comercio; (ii) el modelo de Burenstam Linder, que examina las similitudes en los gustos re-flejados en el acondicionamiento de la demanda y su impacto sobre el comercio. En este artículo se incorporan los dos planteamientos dentro de un modelo único en el que cada uno constituye un caso especial. El artículo examina las implicaciones del modelo unificado para los patrones de comercio, posibilidades de consumo y la relatión del comercio con respecto al tama?o del país. La parte empírica del artículo demuestra la utilidad del modelo para predecir patrones de comercio de distintos grupos de productos.

     

Practical Problems In The Reporting Entity Concept

The concept of a reporting entity has been introduced into financial reporting in Australia through a number of statements and standards. These documents require reporting entities to prepare so-called general-purpose financial reports which comply with all statements of accounting concepts and accounting standards, whereas non-reporting entities are not bound to the same level of compliance. Unfortunately, little authoritative guidance on interpretation and application of the reporting entity concept has come from either the Australian Accounting Standards Board or the Auditing Standards Board, despite the fact that the reporting entity concept has applied since 30 June 1992. The solutions proposed here may be temporary, given that the Corporations Law could be amended. It would be in readers' interests to consider any further authoritative guidance which might become available.     

Breaking the norm: An empirical investigation into the unraveling of good behavior

We present results from an artefactual field experiment conducted in rural Peru that considers whether observing non-reciprocal behavior influences an individual's decision to reciprocate. Specifically, we consider the behavior of second movers in a trust game, assessing whether their decision to reciprocate is influenced by the observed reciprocity of others. In documenting the impact of an external shock to observed reciprocity, this paper shows that small increases in non-reciprocal behavior result in an unraveling of the norm of reciprocity. Survey data is used to explore mechanisms by which this occurred. Results are not consistent with learning effects, suggesting that preferences may be changed by observing others deviating from a norm of reciprocity. These results suggest that investing in encouraging trustworthy behavior can have large benefits in situations where individuals are observing each other's behavior, such as may be the case in a new market institution.     

Leadership run amok. The destructive potential of overachievers

The desire to achieve is a major source of strength in business, and it is on the rise. The authors' consulting firm has seen a steady increase in the extent to which achievement motivates managers. There's a dark side to the trend, however. By relentlessly focusing on tasks and goals, an executive or company can damage performance. Overachievers tend to command and coerce, stifling subordinates. Psychologist David McClelland identified three drivers of behavior: achievement, meeting a standard of excellence; affiliation, maintaining close relationships; and power, having an impact on others. He said the power motive comes in two forms: personalized, in which the leader draws strength from controlling people, and socialized, where the leader derives strength from empowering people. Studies show that great charismatic leaders are highly motivated by socialized power. To look at how motives and leadership style affect a group's work climate and performance, the authors studied 21 senior managers at IBM.The leaders who created high-performing and energizing climates got more lasting results by using a broad range of styles, choosing different ones for different circumstances. Rather than order people around, they provided vision, sought buy-in and commitment, and coached. If you're an overachiever seeking to broaden your range, you can study your actions and ask your team, peers, and manager to give you honest feedback. You can adopt specific new behaviors, such as engaging your team in a discussion of how to achieve goals, rather than issuing a set of directives. The company as a whole can play a part, too: Organizations must learn when to draw on the achievement drive and when to rein it in.