Anchored putter ban: An examination of whether anchored putting impacts career success and putting performance

The Professional Golfers' Association (PGA) Tour ban on anchored putting (Rule 14‐1b) took effect on January 1, 2016. The ban remains controversial because the governance decision appears to have been made without adequate empirical evidence. Accordingly, to investigate the efficacy of the ban, the impact of using anchored putters on PGA golfers' career success and putting performance was examined. PGA golfers ranked in the top 125 were studied from 2009 to 2015. The analysis revealed an anchored putter offered no unfair advantage with regard to improving players' career success or putting performance when compared with standard putter usage by PGA golfers.     

Bound for entrepreneurship? A career-theoretical perspective on entrepreneurial intentions

International Entrepreneurship and Management Journal - Research on entrepreneurial intentions, as an important step in the decision to undertake an entrepreneurial career, tends to position career...     

Changing Perceptions of Maturity Mismatch in the U.S. Banking System: Evidence from Equity Markets

We use the sensitivity of bank holding company equity returns to market interest rates as an indicator of perceived maturity mismatch. Based on data from 1990 to 2009, there is only weak evidence that market participants perceived banks to be effectively short‐funded. However, looking at 1990–1996 and 1997–2009 subsamples separately, our results suggest that U.S. commercial banks were perceived as short‐funded during the earlier time period but not the later. During this time of changing perceptions of maturity mismatch, banks were increasing their holdings of real estate loans as a share of total assets. We present evidence that, subsequent to 1996, market participants perceived real estate loans as having become effectively shorter‐term.     

New development: Fundraising in UK charities—stepping back from the abyss

Fundraising techniques used by charities can enhance or diminish public trust. The dangers of questionable and over-aggressive fundraising practices are very real. In particular, in the UK, the ‘Olive Cooke affair’ in 2015 triggered a highlevel examination of fairly widespread dubious practices. In this article, the reflections of a key actor on the events surrounding the affair, and subsequent fallout, are examined. It is argued that this whole saga has the potential to encourage the development of a charity sector that is more trusted by the public; a sector that has stepped back from the abyss.     

Management accounting,performance measurement and strategy in English local authorities

This paper analyses the results of an extensive survey of UK local government which explored the relationship between strategy, management accounting practices (MAPs), and performance measurement techniques (PMTs). The research investigated a resource-based view of strategic capabilities and Porter’s strategic typologies. PMTs and MAPs were shown to be associated with strategic capabilities. Strategic typologies, however, were found to be only weakly associated with the use of PMTs and MAPs.     

Training in service – importing and imparting customer service culture as an interactive process

Customer service culture initiatives have received renewed academic attention. Recent surveys of employee responses have highlighted the importance of training. However, its precise nature and how messages and various responses are mediated through an interactive and dynamic process have been largely neglected. In addition, employees' experience of customer service as consumers and of its contradictions has yet to be fully explored in accounting for employee responses. In an effort to develop existing knowledge and models of customer service culture, these issues are addressed by drawing on observational research. Four training programmes are examined in varied contexts, including a UK call centre and a Malaysian bank. They reveal a dynamic whereby trainers' anticipation of employee attitudes such as cynicism and the immediate reactions and dialogue of trainees help shape both the service message and subsequent responses.