The seven ages of the leader

Leaders go through many transitions in their careers. Each brings new crises and challenges--from taking over a damaged organization to having to fire somebody to passing the baton to the next generation. These moments can be wrenching--and can threaten your confidence--but they're also predictable. Knowing what to expect can help you get through and perhaps emerge stronger. In this engaging article, Warren G. Bennis, professor and founding chairman of the University of Southern California's Leadership Institute, reflects on leadership, recounting his own experiences as a young lieutenant in the infantry in World War II, as the new president of a university, and as the mentor to a unique nursing student. Bennis also describes the experiences of other leaders he has known throughout his career. Drawing on more than 50 years of academic research and business expertise--and borrowing from Shakespeare's seven ages of man--Bennis says the leader's life unfolds in seven stages. "The infant executive" seeks to recruit a mentor for guidance. "The schoolboy" must learn how to do the job in public, subjected to unsettling scrutiny of every word and act. "The lover with a woeful ballad" struggles with the tsunami of problems every organization presents. "The bearded soldier" must be willing--even eager--to hire people better than he is, because he knows that talented underlings can help him shine. "The general" must become adept at not simply allowing people to speak the truth but at actually being able to hear what they are saying. "The statesman" is hard at work preparing to pass on wisdom in the interests of the organization. And, finally, "the sage" embraces the role of mentor to young executives.     

Business's environmental responsibility in Taiwan — Moral,legal or negotiated

This study explores both the negotiating styles and moral reasoning processes of business people and governmental officials in Taiwan, so as to provide a footing for outsiders when negotiating with Taiwanese over environmental concerns. Findings imply that Taiwanese business people and governmental officials can and will reason both at the conventional level and at the postconventional level of moral judgment. But, results of this study also indicate that Taiwanese negotiating styles do not necessarily match their levels of moral reasoning. With respect to pollution concerns, Taiwanese seem unwillingly to accept responsibility as autonomous individuals. Instead, responsibility is accepted when mandated by the law.Peihua Sheng teaches marketing and marketing research at the American College for the Applied Art, Atlanta Campus. She has taught marketing at the university level in Chinese for several years. Her research interests include business ethics, equity, and international marketing strategy.Linda Chang is a financial analyst on OTSUKA America. A native of Taiwan, she has an MBA. Her research interests are in the areas of planning and negotiation.Warren French is a professor of Marketing and the I. W. Cousins Professor of Business Ethics at the University of Georgia. His research interests include business ethics, aging, and international business. His articles have appeared in a variety of scholarly and practitioner-oriented journals.     

Randomized quasi-Monte Carlo methods in pricing securities

Today quasi-Monte Carlo methods are used successfully in computational finance and economics as an alternative to the Monte Carlo method. One drawback of these methods, however, is the lack of a practical way of error estimation. To address this issue several researchers introduced the so-called randomized quasi-Monte Carlo methods in the last decade. In this paper we will present a survey of randomized quasi-Monte Carlo methods, and compare their efficiencies with the efficiency of the Monte Carlo method in pricing certain securities. We will also investigate the effects of Box–Muller and inverse transformation techniques when they are applied to low-discrepancy sequences.     

Sustainability-oriented Service Innovation: fourteen-year longitudinal case study of a tourist accommodation provider

Abstract

Progressing sustainable tourism requires both an innovative transition from “unsustainable” tourism and innovative research methods to develop theory and concepts for a sustainable tourism. While there are many ad hoc examples of initiatives, there are very few examples of firms systematically recording their medium-term evolutionary progress. This case study of an accommodation provider uses longitudinal data over 14 years, deductive and inductive methods, and comparison with other similar eco-friendly providers, to provide the first exploration of sustainability-oriented innovation by a firm attempting to make transitions. Findings show how important hindsight and insight are for continuous learning, and how broader community sustainability issues influence the owners’ worldviews. Both learning and changing views are required to support innovation. A Sustainability-oriented Service Innovation model is recommended, recognising the characteristics of a service industry where innovation can be an organic process led by humans for humans and consequently more fuzzy in its progress than the clearly defined steps that are suggested by previous research. This model seeks to assist researchers and practitioners to better measure innovative progress of service firms, and develop more relevant strategies to ease transitions towards sustainable business practices.     

Vertical Integration and Competition Policy

Vertical integration can be a source of significant strategic advantage for firms, whether in the form of backward integration to gain security of some important supply or of forward integration to ensure adequate distribution of products or services. It may have profound effects on the competitive processes in an industry, substantially modify the threats from new entrants or substitute products, and mitigate the power of suppliers or buyers. Yet for exactly these reasons, vertical integration causes great concern to competition authorities. A number of consumer products markets with vertical ties have caused such disquiet to the UK's Office of Fair Trading (OFT) in recent years that they have been referred to the Monopolies and Mergers Commission (MMC) for further investigation. These include beer, petrol and soft drinks. The three cases illustrate the nature and importance of the strategic advantage derived from vertical integration. They also illustrate the concern competition authorities feel about vertical integration, and provide lessons for firms regarding the objections that may be raised towards their trading arrangements.     

Strategies for understanding and changing local revenue policies and practices in Ghana's decentralization programme

The 1971 Local Administration Act is the basis for Ghana's attempt to decentralize development planning and budgeting from the centre in Accra to the 68 districts of Ghana. The Act allows District Councils to collect numerous revenues and to retain them as a financial base for implementing District development projects. In 1977 the Economic and Rural Development Management training programme was initiated to help improve revenue collection and the development planning and budgeting capacity of elected officials and civil servants at the district level. Participants worked in teams to determine the potential district revenue base for decentralized development planning, to understand local behavioural patterns in the revenue collection process, and to recommend procedures for improving district revenue administration. The training programme has resulted in dramatic improvements in district government revenue policies and practices leading to a larger financial base for the funding of projects identified and designed locally. Data indicating the positive impact of the training programme for improving local revenue are provided for Techiman District.