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41.
42.
David A Ralston David J Gustafson Robert H Terpstra David H Holt Fanny Cheung Barbara A Ribbens 《Asia Pacific Journal of Management》1993,10(1):21-37
This study addresses cross-national value differences and how values held by managers influence their decision-making behaviour. A two-by-two research design was used to examine values held by practising managers and future business leaders in the United States and Hong Kong. Machiavellianism, locus of control, intolerance of ambiguity, and dogmatism were the measures used to assess these values. Social desirability scores were used as covariants to help control for cultural differences. The findings indicate that differences exist to affect decision-making behaviour. Consequently, managers in both environments must make adaptations to accommodate the values of those involved in transnational businesses.The authors thank Michael H Bond for his many helpful comments. Also, we thank Priscilla Elass for her assistance with data collection. 相似文献
43.
The purpose of this study is to analyze the cost structure of a sample of Italian wastecollection firms in order to assess economies of scale and density and, therefore, definethe optimal size of the firms. A total and a variable translog cost function were estimated using panel data for a sample of 30 firms operating at the provincial level over the period 1991–1995.The empirical evidence suggests that franchised monopoly, rather than side-by-sidecompetition, is the most efficient form of production organization in the waste collection industry. Further, the majority of firms are not operating at optimal scale. 相似文献
44.
This study examines the effects of adaptive/innovative cognitive style, and professional development on the initiation of radical and non‐radical innovations by individual management accountants. Data are gathered through questionnaire and follow‐up interviews with practising management accountants. The results show that management accountants with a more innovative (adaptive) cognitive style tend to initiate more (fewer) radical relative to non‐radical innovations, and that this effect is amplified by professional development. The study has implications for research in management accounting innovation and for practice, including the importance of maintaining a balance of radical and non‐radical innovations in organizations, and of professional development. 相似文献
45.
A practice review of technology management: Focusing on KONVER I support for defence diversification
Barbara Tilson 《Local Economy》1996,11(3):237-247
Defence industry cutbacks impact at national and local economy levels by triggering business deaths and job cuts, leading to lost workforce and production skills and a contracting manufacturing and technology base. Diversification is a key responsive mechanism to defence industry contraction, but how this can be funded and managed is a major issue. One route is to provide the structure and mechanisms for technology transfer. The 1980s and 1990s have seen a number of initiatives established which prioritised this route and some have received European funding under KONVER I support for defence diversification. These constituted the primary focus of research for this paper and form a practice review of diversification experiences between 1993 and 1995 through selected case studies from Lancashire, the West Midlands, the South West and Hertfordshire. Discussion of the mechanisms, structures and operational issues is contexualised by outlining public and private sector strategies and support. 相似文献
46.
The Sealing and Whaling Industry in Australia Before 1850 总被引:1,自引:0,他引:1
Barbara Little 《Australian economic history review》1969,9(2):109-127
47.
Kellerman B 《Harvard business review》2004,82(1):40-5, 112
Does using Tyco's funds to purchase a $6,000 shower curtain and a $15,000 dog-shaped umbrella stand make Dennis Kozlowski a bad leader? Is Martha Stewart's career any less instructive because she may have sold some shares on the basis of a tip-off? Is leadership synonymous with moral leadership? Before 1970, the answer from most leadership theorists would certainly have been no. Look at Hitler, Stalin, Pol Pot, Mao Tsetung--great leaders all, but hardly good men. In fact, capricious, murderous, high-handed, corrupt, and evil leaders are effective and commonplace. Machiavelli celebrated them; the U.S. constitution built in safeguards against them. Everywhere, power goes hand in hand with corruption--everywhere, that is, except in the literature of business leadership. To read Tom Peters, Jay Conger, John Kotter, and most of their colleagues, leaders are, as Warren Bennis puts it, individuals who create shared meaning, have a distinctive voice, have the capacity to adapt, and have integrity. According to today's business literature, to be a leader is, by definition, to be benevolent. But leadership is not a moral concept, and it is high time we acknowledge that fact. We have as much to learn from those we would regard as bad examples as we do from the far fewer good examples we're presented with these days. Leaders are like the rest of us: trustworthy and deceitful, cowardly and brave, greedy and generous. To assume that all good leaders are good people is to be willfully blind to the reality of the human condition, and it severely limits our ability to become better leaders. Worse, it may cause senior executives to think that, because they are leaders, they are never deceitful, cowardly, or greedy. That way lies disaster. 相似文献
48.
Weiss B 《Medical economics》2004,81(5):62, 65-62, 66
49.
This paper estimates a VAR including labor productivity, real wage and unemployment rate, to identify the dynamic effects of technology, demand, and mark-up shocks, respectively, on the Italian labor market. Identification is achieved by imposing recursive restrictions on the matrix of long run multipliers. Our results show that both mark up and aggregate demand shocks permanently reduce the unemployment rate. Finally, technology shocks do not significantly affect the unemployment rate in the long run. These findings convey important policy implications: expansionary aggregate demand and deregulation policies reducing the mark up permanently decrease the Italian unemployment rate.Jel classification: C32, E32, J29This paper has been produced as part of a CEPR Research Network on New Approaches to the Study of Economic Fluctuations. We would like to thank Marcello DAmato, Mario Forni, Marco Lippi and Antonio Ribba for useful comments. We are also grateful to Bernd Sussmuth for pointing out to us several significant improvements to the paper.First version received: November 2001/Final version received: October 2002 相似文献
50.
Barbara A. Oakley 《Environmental and Resource Economics》2001,19(4):411-413