AN INTERPRETATION OF THE SIGNIFICANCE OF THE SECOND BATTLE OF WATERLOO

Good governance is a pre-condition for economic development. Good governance, in turn, requires peace. The second Battle of Waterloo, in Sierra Leone, showed what the West can do in this regard. A small military intervention, not hemmed in by the typical restrictions on what 'peacekeepers' can do, made a huge difference to the development prospects of the country. This has important implications for the use of external military forces as part of the overall strategy for poverty reduction in Africa.     

THE REMUNERATION OF NON-OWNER MANAGERS IN SMALL AND MEDIUM-SIZED UK ENTERPRISES

Virtually all prior research on small and medium sized enterprise (SME) management has focused on owner managers. This article, however, empirically examines the determinants of managerial remuneration for a sample of 97 UK SME non-owning managerial employees. the empirical analysis, based upon data obtained from interviews with middle (i.e. non-director level) managers and the published financial records of their employing firms lodged at Companies House, first examines the influence of firm size and performance and then augments the empirical model to include pay composition, industrial sector, external labour market and human capital variables. The empirical results indicate that the average profitability of the employing firms is not a significant determinant of managerial remuneration. However, composition of pay appears to have a significant effect upon total remuneration since, even after controlling for other influences, managers in receipt of annual bonuses and/or profit-sharing bonuses are estimated to earn an additional £6,600. the managers’age and qualifications, and the asset size, industry and location of their employing firms are also significant factors and collectively are able to explain a large proportion of the cross-sectional variance in remuneration. Though there is a lack of previous empirical research on SME managerial pay.     

THE REGULATION OF LIFE ASSURERS IN A LOW SOLVENCY ENVIRONMENT: THE UK EXPERIENCE

When adverse financial conditions mean that many life assurers have sharply reduced solvency levels, a number of new issues arise for regulators, including the basic issue of how solvency is measured. There are also issues about life assurers' investments, and their products and how they are priced. Lastly, the regulator (in the UK, the Financial Services Authority) needs to ensure that customers and their advisers have suitable information about the solvency of the firms they are dealing with.     

FORMS OF MARKET ORIENTATION IN UK COMPANIES

Despite the importance of market orientation in the marketing and strategic management literature, it has been the subject of few conceptual and empirical studies. Also, the latter have addressed only the degree of market orientation and not its nature or form. the empirical study reported in this article focuses on the form of market orientation. Five different forms of market orientation were identified, along with three factors that discriminate between them. Although there are some performance differences between the forms of market orientation, the market environments that they are associated with are not significantly different. As well as providing additional empirical evidence, the results provide empirical support to, and extensions of, the conceptualization of market orientation given in the literature.