Technology Education in Ontario: Evolution, Achievements, Critiques and Challenges. Part 1: The Context

This article, in seven sections, describes the evolution of technological education in the Canadian province of Ontario. The first section clarifies the meanings of the terms technology and technological education. The second outlines significant events in the history of technical education in the province. The third examines some of the societal factors that have created a climate for change during the past two decades, while the fourth describes the broader context of recent curriculum developments. The fifth reports on the introduction in 1995 of The Common Curriculum and the publication of Broad-based Technological Education. The sixth provides a few case studies illustrating the variety of ways in which technology education is currently implemented. The seventh section offers an evaluation and critique of some aspects of provincial curriculum policy and practice. The article is published in two parts. Part 1, in this issue, contains the first five sections, which describe the current curriculum offerings and their evolution. Part 2, containing the remaining two sections and all references, will be published in the next issue. This revised version was published online in July 2006 with corrections to the Cover Date.     

The experience of forming business relationships in tourism

This study examines the formation of business relationships among tourism organisations. A phenomenographic study conducted with 25 managers drawn from regional tourism organisations in Queensland, Australia revealed three qualitatively different but interrelated ways of experiencing relationships: as competition, co‐operation and collaboration. Differences among experiences were accounted for by the way managers defined the meanings of several dimensions common to each experience. The results suggest managers' experiences can be developmentally ordered on a continuum of relationships that demonstrate progressively more complex and inclusive approaches to forming relationships. Copyright © 2001 John Wiley & Sons, Ltd.     

Managerial rights,use of investment banks,and the wealth effects for acquiring firms’ shareholders

We examine the relation between managerial rights in acquiring firms and the decision to use an investment bank in merger and acquisition deals, and explore whether this relation impacts the wealth effects for acquiring firms’ shareholders. We find that acquiring firms whose managers have relatively strong rights are more likely to use investment banks to facilitate deals and are more likely to use reputable banks. The wealth effects to acquiring firms are inversely related to the use of investment banks when managerial rights are relatively strong. However, the wealth loss is mitigated when acquiring firms use reputable investment banks.     

An experimental method for studying unconscious perception in a marketing context

This article provides in‐depth discussion of a recently developed method designed to foster the elicitation and detection of unconscious perception. Prior findings coupled with additional studies and analyses support the value of this method as a tool for studying unconscious perception in a marketing context. The method can both divert subjects' conscious attention away from experimental stimuli and provide a separate indicator of where subjects' attentive resources are being allocated during exposure. Moreover, it is easy to use and flexibly applied in an experimental setting. © 1999 John Wiley & Sons, Inc.     

Global mind-sets and cognitive shift in a complex multinational corporation

This article investigates attitudes that underlie international strategy processes. We propose survey scales of these attitudes and describe tests that support their reliability and validity as measures of constructs—including integration, responsiveness, and coordination—that researchers have used for many years in case analyses of international strategy and organization. We also propose and validate scales to capture the perceived alignment with firms' international objectives of key business policies that affect individuals, including accountability for global results, career opportunity and a globally shared meaning system that informs communication and discussion about change. Our discussion of these tests offers an assessment of how changing patterns of association among the measures over time conform to expectations generated by the case-based empirical literature. We argue that these patterns document a process of organizational learning that can link managers' mind-sets with senior managers' intentions in the course of proactive international strategic change. The analysis relies on survey responses taken in 1992 and 1995 from 370 managers in 13 country affiliates and the head office of a U.S.-based diversified multinational corporation (DMNC). © 1998 John Wiley & Sons, Ltd.     

Cross-country diversity and non-IFRS financial performance measures

We investigate the disclosure of non-IFRS performance measures by 400 companies from eight countries using IFRS Standards (Australia, France, Germany, Hong Kong, Italy, Singapore, Sweden and the United Kingdom) in the years 2005, 2008, 2011 and 2013 (1595 company-years). The incidence of disclosure is higher in UK and France but lower in Hong Kong, Germany and Singapore. Exclusions relating to impairment, tax, and mergers and acquisitions are frequent. Firms making non-IFRS disclosures are more likely to be larger, have higher leverage, and exhibit greater volatility in their reported income. Additional tests show national reporting traditions and practices affect non-IFRS disclosures.     

Disclosure regulations work: The case of regulation G

Review of Quantitative Finance and Accounting - Regulators and standard setters strive to enhance the transparency of corporate disclosures. To address concerns regarding the improper use of...     

Open design: an actual topic in architectural education

International Journal of Technology and Design Education - Architecture is never fixed: buildings and (urban) spaces change as their use(r)s and contexts change over time. Even when architectural...