The competition for deposits and the impact of monetary policy

Financial intermediation in Britain can be said to have reached maturity before the war, since when the growth of banks has been critically a question of market share. Until the shift in monetary policy away from direct restriction of bank lending that began about nine years ago, credit restriction added to other factors, like taxation and the bank cartel, limiting the ability of the banks to compete. The author argues that an open-market policy directed toward money supply control need not discriminate against banks. However, the re-introduction of bank lending restrictions through the use of Special Deposits and, even more so, through the use of Supplementary Special Deposits has worked to favour non-bank deposit intermediaries. The distortions caused by the Supplementary Special Deposits not only discriminate against the banks; they are also likely to undermine the use of monetary policy itself. What are required are government policies, especially with regard to the size of the public sector borrowing requi rement, that make possible the goal of a non-discriminatory open-market policy, without the need for direct controls on lending by financial institutions.     

IT professionals and organisational ascendancy: theory and empirical critique

IT expertise cannot be viewed as a decisive asset in organisational tournaments. Survey findings suggest IT competence is associated with severe handicaps in power contests between professional/managerial strata. At least for the present, there are strongly negative implications for hypotheses of organisational ascendancy for IT professionals or for their successful achievement of a collective mobility project.     

New Ventures and Small Business Innovation for Economic Growth

Over the last twenty years evidence has been accumulating in favour of targeting innovative early-stage entrepreneurs for new forms of assistance. Experimental programming has been underway to find new ways to effectively support technologically innovative entrepreneurs. Further experimentation is needed to overcome remaining uncertainties and continuing objections.     

Lessons from a low-budget innovation centre

In the two years from November 1983 to September 1985, an experimental innovation centre was set up at the University of Calgary to offer services to community ventures by using the existing resources to serve those people developing new ventures in the community. A conservative estimate of $250, 000 worth of resources was leveraged out of an initial operating grant of $20, 000. Outcomes from the first year's operations included $ 1.75 million value added to 50 of 65 community businesses receiving support.
This article places the strategy used at the University of Calgary's Low Budget Innovation Centre with the context of related strategies for supporting new innovative ventures. The history of the centre is reviewed, some lessons drawn, and an operational model formulated.     

A causal analysis of environment-reward-satisfaction linkages for the sales representative

A causal model that postulated linkages of organizational environmental variables, reward variables, and satisfaction for sales representatives was investigated. Findings indicated that the usual assumptions concerning an organization's inability to contribution to intrinsic rewards may not hold.