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81.
Tom Brown 《Business Strategy Review》2009,20(3):58-63
Is it possible for an economic downturn to be a time of managerial inspiration? We found 50 ways to answer that question with a "Yes!" 相似文献
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Tom Puk 《International Journal of Technology and Design Education》1995,5(3):255-266
The traditional, linear, rational models of designing have over-simplified a complex process; unfortunately, this simplification misrepresents reality. Students need to become aware of the ambiguous nature of a complex process such as designing just as they need to be introduced to the ambiguous nature of living in a modern world. The challenge is to develop a design process to be used as a teaching/learning strategy that is non-linear, that integrates processes from the rational and extra-rational levels of the mind and which captures the ambiguous nature of the design process. Using the counter-intuitive behaviour that exists in quantum theory as an analogy seems best to describe the true nature of designing.Dr. Tom Puk is Coordinator of Continuing Teacher Education, Faculty of Education, Lakehead University, Thunder Bay, Ontario, Canada. He teaches in preservice, continuing education and graduate programs, and has conducted major research for Ontario Ministry of Education on Technology Education and Design Processes in 1991; this research was used to develop two provincial curriculum guidelines for all schools in Ontario. Email: tpuk@sky.LakeheadU.CA 相似文献
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Tom Jackson 《Open Economies Review》1991,2(3):237-254
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This paper investigates empirically the term structure of interest rates in the Singapore Asian Dollar Market. We consider extended versions of the ARCH-M model of Engle, Lilien, and Robins (1987). The extended models permit autocorrelation, skewness and leptokurtosis in the residuals. The robustness of the empirical tests with respect to alternative specifications of the ARCH process is examined. It turns out that there is significant time-varying term premium, and this conclusion is independent of the hypothesized ARCH model. 相似文献
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Tom Brown 《Financial Accountability and Management》2001,17(4):363-381
The notable lack of success in UK public sector IT development projects has been recently recognised in policy making circles and considerable efforts are now being made to improve the situation. However, the lessons officially being drawn from the UK public sector's IT development failures, while eminently sensible, do appear simplistic and even superficial. This paper applies permanent failure theory to the stream of IT development failures in an attempt to offer some alternatives to the official lessons. 相似文献
89.
Fear of losing first-mover advantages has caused many corporate strategists to ignore real options analysis and simply go ahead with any project that they think is expected to have a positive net present value. But first-mover advantages are not nearly as valuable as most strategists tend to assume. This article weighs the expected value of first-mover advantages against the benefits of the real option arising from delay and flexibility. The real options model recognizes the value of delaying projects until important sources of uncertainty and risk can be resolved.
After reviewing two well-known cases of successful second movers—the triumph of VHS over Betamax in VCRs and Microsoft's remarkable late software entries—the authors go on to present more broadly based historical evidence for their view that first-mover advantages often fail to confer lasting value. The article closes with an assessment of first-mover advantages in the new economy, including a brief look at recent developments in the Internet and telecom sectors. 相似文献
After reviewing two well-known cases of successful second movers—the triumph of VHS over Betamax in VCRs and Microsoft's remarkable late software entries—the authors go on to present more broadly based historical evidence for their view that first-mover advantages often fail to confer lasting value. The article closes with an assessment of first-mover advantages in the new economy, including a brief look at recent developments in the Internet and telecom sectors. 相似文献
90.
Ealey T 《Healthcare financial management》2011,65(12):80-2, 84, 86
While contemplating physician group integration, providers should perform due diligence and ask questions in several key areas to ensure successful integrations: Financial--Is the group producing the revenue expected, and is the revenue cycle managed effectively? Statistical--What are the numbers of encounters, procedures, surgeries, and ancillaries? Compliance--Has the group developed and operated a sound compliance program, and has compliance been a priority? Succession--How many physicians are within three to five years of retirement? 相似文献