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1.
Mike Adams 《International Journal of the Economics of Business》1996,3(2):213-226
Using 1988–93 panel data drawn from the New Zealand life insurance industry, this paper examines empirically the notion that the choice of distribution system is an efficient contracting solution to incentive conflicts between owners, managers and sales agents in life insurance firms. Consistent with what was hypothesised, the empirical results suggest that choice of distribution system is distinguished by organisational form, firm size, and sales commission. However, contrary to expectations, the variables representing product diversity and asset specificity were found not to be statistically significant. The empirical results thus lend mixed support for prior predictions. 相似文献
2.
Mike J. Henderson 《Business ethics (Oxford, England)》1997,6(2):110-124
Outsourcing is becoming a major option in British business, including the financial services industry, and it raises a number of ethical considerations. The author of this major ethical study contends that "Outsourcing seems to present a particular threat to employees ... because of the factors which have led to outsourcing and the way in which it tends to work." Mike Henderson is an Associate of the Chartered Institute of Bankers and Senior Lecturer in Financial Services in the School of Financial Studies and Law of Sheffield Hallam University, City Campus, Pond Street, Sheffield S1 1WB, England. 相似文献
3.
Robert J. Hershock Charles D. Cowman Douglas Peters 《Journal of Product Innovation Management》1994,11(2):95-104
A growing awareness of workplace hazards and identification of airborne contaminants, coupled with a changing safety and health regulatory environment, created an unexpected demand for new and innovative respirators in the early 1980s. 3M's Occupational Health and Environmental Safety Division broke new ground by taking the team concept further than ever before in the company. The division's Action Teams successfully designed, built and introduced products in less than half the time it would have taken previously. Robert Hershock, Charles Cowman and Douglas Peters describe how 3M learned important lessons about team selection, training, performance and motivation, the importance of project sponsors, and the role of middle management. 相似文献
4.
Diversification Categories in Investment Real Estate 总被引:3,自引:0,他引:3
This paper continues previous work evaluating the benefits of diversification and analyzes the various dimensions within the commercial real estate opportunity set. The database is large and extends through the 1982 downturn in property values. Due to the low levels of systematic risk, current distinctions by region and property type make little sense in a world of costly diversification. More exacting categories combining property type, SMSA growth rate and lease maturity offer promise for more efficient diversification within the real estate portfolio. 相似文献
5.
Chris Holmes Author Vitae Mike Ferrill Author Vitae 《Technological Forecasting and Social Change》2005,72(3):349-357
In order to aid Singaporean SMEs identify and select emerging technologies for business benefit, a modified process of the Cambridge T-Plan methodology has been introduced and applied to a pilot sample of 30 companies in a variety of manufacturing sectors. This fast and simple process takes the company through five key steps to enable them to create their first Operation and Technology Roadmap (OTR). The paper explains the background to the approach and focuses on the initial benefits identified by a survey of the pilot companies. 相似文献
6.
The original article to which this erratum refers was published in Strategic Management Journal 24 (13): 1249–1263 (2003). 相似文献
7.
This paper examines the restructuring of the former Soviet economy provoked by the break-up of the USSR and the creation of the Commonwealth of Independent States. Particular attention is devoted to the changes taking place in the former All-Union enterprises that have now essentially become new multinationals. The pressures influencing the two parallel developments of internalization and divestment are examined and illustrated using two case studies. © 1993 John Wiley & Sons, Inc. 相似文献
8.
British public investment has declined sharply both as a share of GDP and as a share of government spending since the 1970s. Only part of this decline is explained by privatisation, which transferred some public investment to the private sector. More important was the very large and permanent reduction in public house‐building between the mid‐1970s and the early 1980s. Between the late 1980s and the early 1990s, the rate of public investment recovered somewhat, but after that time it declined again, reaching a record low in 1999. The most recent decline in public investment has affected a range of central government programmes, and it has not been significantly offset by investment under the Private Finance Initiative. The government now plans to increase investment spending, although levels look set to remain low by historical standards for some time to come. 相似文献
9.
10.
Sophie Manigart Veroniek Collewaert Mike Wright Sarika Pruthi Andy Lockett Hans Bruining Ulrich Hommel Hans Landstrom 《The International Entrepreneurship and Management Journal》2007,3(1):109-125
We examine the neglected area of internationalisation by VCs. Using a representative sample of 195 VCs, we show that the decision
of a European VC firm to invest internationally is driven by its human resources. Having more VC executives in general and
more VC executives with previous international experience in specific, results in a higher probability of investing internationally.
In contrast, more VC executives with experience in the VC industry or with an engineering background lead to a higher probability
of remaining domestic. 相似文献