Identifying Decision Useful Information with the Matrix Format Income Statement

We conduct an experiment to investigate the potential benefits of an alternative format for the income statement, the matrix format, initially developed by the International Accounting Standards Board (IASB) and UK Accounting Standards Board in their joint project on performance reporting. Sophisticated financial statement users (financial analysts and professional accountants) and less sophisticated financial statement users (MBA students) were asked to extract information from a set of financial statements that included an income statement either in the IAS 1 format or in the matrix format. We find that the matrix format improves the accuracy with which users extract financial information. This result is driven by greater accuracy, for all user groups, on “below‐the‐line” items. Furthermore, despite lack of familiarity with the matrix format, its use did not appear to affect the time taken, the ease of extracting financial information, or users' task completion confidence; further experience with the matrix format could lead to benefits along these lines as well. Our findings may assist the FASB and IASB in their joint project on financial statement presentation.     

Constructing trident, reinforcing the network

This paper draws upon the traditions of social construction of technology and actol-net work theory, in an attempt to show that just as these approaches have been used to expose the contingent nature of 'technical' change, they can also be adapted to show the contingency of the 'social' aspects of technology, such as redundancy and technological unemployment, which have in recent years assumed an almost unassailable sense of inevitability. This process is begun when technology is viewed as a social network. Then focusing on the production phase in the life cycle of a technical system, it is argued here that the,jettisoning of both people and technical resources from the network may get presented as part of technology's 'natural' trajectoly, but is often part of the (socio-technical) 'heterogenous engineering' necessary for the stabilization of that technology. and consequently need not be seen as inevitable.     

Significant developments and emerging issues in human resource management

A review of over 100 papers concerned with human resource management (HRM) in five leading hospitality journals during 2002 and 2003, finds that the research agenda mirrors what is seen in mainstream HR research and theory, focusing around general HRM, employee resourcing, employee development and employee relations. Given that some mainstream HR academics have ‘highjacked’ topics such as emotional labour, emotional intelligence and HRM in service work as new and innovative, hospitality researchers need to reclaim their territory, push forward the boundaries of theory making and propose theory that is hospitality specific, relevant and useful.     

冲浪于"牧本浪潮"

当消费电子浪潮汹涌澎湃之时,企业面临的挑战是选择何种芯片设计战略.     

Shareholder Value Maximisation,Stock Market and New Technology: Should the US Corporate Model be the Universal Standard? 1

In 1992 a blue‐ribbon group of US economists led by Michael Porter concluded that the US stock market‐based corporate model was misallocating resources and jeopardising US competitiveness. The faster growth of US economy since then and the supposed US lead in the spread of information technology has brought new legitimacy to the stock market and the corporate model, which is being hailed as the universal standard. Two main conclusions of the analysis presented here are: (a) there is no warrant for revising the blue‐ribbon group’s conclusion; and (b) even US corporations let alone developing country ones would be better off not having stock market valuation as a corporate goal.     

How global is the Global Compact?

Launched by the United Nations in 2000, the Global Compact (GC) promotes private sector compliance with 10 basic principles covering human rights, labour standards, the environment, and anti-corruption. Its sponsors aim to establish a global corporate social responsibility (CSR) network based on a pledge to observe the 10 principles adopted by companies across the range of company size and regional origin, backed by a modest reporting system and collaborative programmes. The author analyzes the GC's progress toward building a global network from its launch through 2006 and finds that, while the GC's nominal membership base of nearly 3000 companies makes it the largest system among collective action institutions (CAIs) for corporate responsibility, the GC has not reached 'critical mass'. Deficiencies in its nascent global network include limited market penetration among the largest corporations, a membership heavily weighted toward Western European companies, and major weaknesses in compliance with its reporting system. The author concludes that the GC must improve both penetration and compliance if it is to succeed in building a global standard for CSR.