Preparing globally competent leaders through innovative study abroad experiences

No one could argue with the fact that our world is changing at an exponentially rapid pace. As leadership educators, it is our role to prepare students for change in the global workplace and communities. This article will focus on one university's experiences taking leadership students abroad and using unique activities/discussions to study and build global leadership competencies.     

A Collective Effort to Understand Formalized Program Review

In response to the growing field of Leadership Studies, the International Leadership Association appointed a task force to explore questions concerning formalized program review systems, such as a peer review process, accreditation, and/or certification. The inquiry involved questions regarding the value of a formalized program review process to advance the field of leadership studies and discover important patterns emerging in areas such as content, teaching, outcomes, and assessment. This article provides a summary of the work completed by the International Leadership Association's Formalized Program Review task force from 2011–2012 to explore and recommend options related to formalized program review for curricular based leadership studies programs.     

Pay, Gender and the Social Dimension to Europe

Equal pay for men and women was a principle enshrined in the Treaty of Rome and was the subject of a European Directive in 1975. This investigation of progress towards equal pay in three member-states, Germany, Italy and the UK, reveals the importance of differences in employment structures and reward systems in determining relative pay for women. Differences in the structure and size of pay differentials among countries suggest that more attention needs to be paid to the general system of labour market regulation than to explicit equal-pay policies. Women would be more likely to benefit from a strategy of establishing labour standards and regulation than from equal-pay Directives which have little effect on the general practices and principles of pay determination.     

COMMERCIAL BANK RISK: MARKET,INTEREST RATE,AND FOREIGN EXCHANGE

Because of recent structural changes in the balance sheets of banks, regulatory changes in the risk-based capital requirements, and the recent adoption of mark-to-market accounting changes, interest rate risk remains an important issue for commercial banks and an important regulatory concern. Market, interest rate, and foreign exchange risk are estimated for a sample of commercial banks using ordinary least squares from 1986 to 1991. Consistent with earlier studies, the estimated coefficients continue to be unstable. We find that interest rate risk decreases and foreign exchange risk increases. Moreover, the results differ depending on practices of the bank (money center, superregional, or regional). We find evidence consistent with earlier studies that theorize foreign exchange risk is explained by unhedged foreign loan exposure.     

Exit,voice, and ethics

Hirschman's (1970) exit, voice, and loyalty framework draws attention to both economic and political behavior as instruments for organizational change. The framework is simple but powerful; it has stimulated much cross-disciplinary analysis and debate. This paper extends this analysis by examining normative implications of Hirschman's basic premise: that exit and voice are primarily mechanisms for enhancing organizational (vs. individual) well-being. Michael Keeley is Professor of Management and Director of the Graduate School of Business at Loyola University of Chicago. His research interests involve normative organization theory, especially effectiveness theory. Major publications include A Social Contract Theory of Organizations.Jill W. Graham is an Assistant Professor of Management at Loyola University of Chicago. Her areas of research interest include principled organizational dissent, organizational citizenship behavior from a political perspective, organizational loyalty, and servant-leadership.     

Business plan proposals for inner-city neighborhoods: A Strategic Management assignment for MBA students at Loyola University Chicago

Beginning in 1992, MBA students enrolled in a capstone Strategic Management course at Loyola University Chicago have, as their major course assignment, researched and prepared an original business plan proposal to provide a needed good or service, as well as employment opportunities, to residents in one of Chicago's underserved innercity neighborhoods. This paper describes the genesis of the project, how it works, and what the outcomes have been to date. The pedagogical model is arguably appropriate for MBA programs in or near any area that is economically underdeveloped, be it urban or rural.Jill W. Graham is Associate Professor of Management at Loyola University Chicago, where she teaches the capstone strategy course to both undergraduates and MBA students. Her research concerns various forms of virtue in organizational life, including principled dissent, organizational citizenship behavior, activist loyalty, servant leadership, and value-driven strategic management. Graham received her Ph.D. in organization behavior from Northwestern University in 1983, and taught at the University of British Columbia before joining the Loyola faculty in 1986.     

Responding to Japan's deregulation of beef imports: A multifaceted challenge for Canadian export managers

While governments may expect benefits to arise from trade liberalisation, those benefits may not be forthcoming if there are considerable increases in the costs faced by exporting firms in the period following liberalisation. The challenge for export managers is to identify the important transaction costs and to find the vertical coordination mechanism which minimises transaction costs given the new importing regime. As of April 1 1991 Japan's beef importing system completed a major phase of liberalisation. A mutually beneficial increase in Canada-Japanese trade will, however, require a complex and multifaceted response from the Canadian beef industry.The Scottish Agricultural College receives financial support from the Scottish Office, Agriculture and Fisheries Department.