CEO Attributes,Board Composition,and Acquirer Value Creation: A Canadian Study

We examined CEO attributes, board composition, and ownership structure for their relationship to the share performance of the acquiring company around the acquisition announcement. Based on 273 acquisitions by Canadian firms from 1998 through 2002, we have shown that the levels of CEO and director ownership as well as the level of board independence were positively associated with the short‐term financial performance of the acquirer. Board size was negatively related to value creation. Finally, cash‐based deals and cross‐border transactions were also positively related to increases in shareholder wealth for the acquirer. Copyright © 2011 ASAC. Published by John Wiley & Sons, Ltd.     

Organising Shopping Services: Trends in Canadian Retailing, 1972–87

This article argues that innovations in organisational form are the driving force behind changes in retailing. After describing the decline in the value added component of retail sales that has occurred in Canada since the early 1970s, it then argues that an analysis of this trend should situate retailing within the more encompassing framework of shopping and recognise the response of organisations to externalities arising in shopping activities. Organisational change economises on the costs of coordination by reassigning activities and changing the incentives that face interacting agents. The argument is illustrated with examples from shopping centres and franchising.     

ENTREPRENEURIAL EXPORTERS: The Canadian Experience

The increasing globalization of commerce has presented incalculable challenges as well as opportunities for small- and medium-sized enterprises, particularly exporting firms. This study focuses on the relationship between entrepreneurship and successful export marketing performance, testing the hypothesis that entrepreneurship is positively related to such performance. The research reveals that entrepreneurial behavior is positively correlated with export marketing behavior, suggesting both firm and government actions to boost competitiveness.     

Management-development programs: A Canadian perspective

When Canadian hospitality managers were asked about management-development programs, their answers revealed that they want relatively brief and inexpensive programs.