新城市·逢源烟花派对迎国庆

为迎祖国60华诞和中秋佳节,白鹅潭在国庆节晚上举办广州有史以来规模最大的一次焰火晚会,而新城市逢源在现场摘星台上举行业主派对,邀请业主与家人一起欣赏火树银花美景。     

A typology of organisational stakeholder engagement with place brand identity

ABSTRACT

This study explores how stakeholders engage with a place brand identity (PBI) in the context of country branding. This research extends beyond the importance and challenges of stakeholder brand engagement with place brand identity by exploring several typology of stakeholder engagement with PBI. A case study approach using semi-structured interviews with 39 senior-level representatives from national Australian organisations was adopted to explore how internal stakeholders in Australia are engaged with the current PBI initiative in Australia: Australia Unlimited (AU). A typology of stakeholder engagement with a PBI, including philosophical and concrete engagement was identified. Stakeholders’ philosophical engagement is reflected by their moral support, future engagement intention, as well as positive word-of-mouth (WOM) behaviour. Concrete engagement, on the other hand, is reflected by place brand partnership and internalisation of PBI in the organisations’ strategy. The research findings offer practical ways for place brand managing organisations (PBMO) to enhance stakeholder engagement with a PBI. The identification of multicomponent nature of PBI from the research findings allows PBMO to identify which PBI component lacks stakeholder support in order to make necessary improvements. Further, identification of the typology of stakeholder engagement with PBI provides alternative strategies of how stakeholder engagement can be managed.     

Wealth Affirming Policies for Women of Color

There are a range of solutions that address asset building challenges for low-wealth women. Here we highlight some solutions that focus on basic needs (child care, child support) and creating economic stability with disposable income (income available after basic needs are met); solutions that address predatory lending and the housing crisis; and solutions that focus on joint ownership of assets and community-based asset building.     

Why Richards Bay grew as an industrial centre: Lessons for SDIs

This article critically examines the rapid industrialisation and phenomenal growth of Richards Bay since the early 1960s. Detailed consideration is given to the nature of the development and the various factors that contributed to the unusual economic success of the locality. The article highlights the important role played by government but suggests that other factors were more important for the development of Richards Bay. Some of these factors include the natural advantages and competent functioning of the various institutions operating in the region. Despite the success of Richards Bay, the article highlights various gaps in its development, and draws together a number of suggestions for more economically sustainable growth in other localities.     

Appraisal Accuracy and Automated Valuation Models in Rural Areas

The Journal of Real Estate Finance and Economics - Accurate and unbiased property value estimates are essential to credit risk management. Along with loan amount, they determine a mortgage’s...     

Should Investors Avoid All Actively Managed Mutual Funds? A Study in Bayesian Performance Evaluation

This paper analyzes mutual-fund performance from an investor's perspective. We study the portfolio-choice problem for a mean-variance investor choosing among a risk-free asset, index funds, and actively managed mutual funds. To solve this problem, we employ a Bayesian method of performance evaluation; a key innovation in our approach is the development of a flexible set of prior beliefs about managerial skill. We then apply our methodology to a sample of 1,437 mutual funds. We find that some extremely skeptical prior beliefs nevertheless lead to economically significant allocations to active managers.     

ORGANIZATIONAL DECISION-MAKING AS HIERARCHICAL LEVELS OF DRAMA*

In conducting a longitudinal examination of eight long-term complex decision processes in two Fortune 500 heavy manufacturing companies the authors developed a six-level framework of decision complexity. The levels range from: (1) instantaneous decision choices to (2) decision actions (3) decision events (4) mini-decision processes (5) decision processes and (6) decision theatres. They vary in time, numbers of participants, and in the integrative effort required to formulate and implement them. Thus, one problem with the word ‘decision’is that it is used to mean many different things in organizational settings. Each lower level of ‘decision’was found to combine with ‘decisions’of the same level and to be embedded within higher levels, resulting in a nested hierarchy of simultaneously occurring processes.