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This case followed Todd Duncan, Chairman of Duncan Aviation, as he considered which international locations Europe, Latin America, or Asia were most important in positioning Duncan to benefit from continued internationalization of the maintenance, repair, and overhaul (MRO) industry. The company had the option to hire Regional Managers to actively manage these areas, recruiting new customers and building relationships with existing ones. The case provides students with an opportunity to identify the core competencies of a company, and to recognize ways in which employee engagement contributes to Duncan's core competencies. Optionally, the case may be used to introduce students to Dunning's eclectic paradigm.

The research for this case was obtained from a combination of primary research, secondary research, and personal experiences. One of the research assistants for this case was employed at the company for over two years, and reflections thus obtained, supported with supplementary research, enriched and deepened the paper. Duncan's Debrief magazine and news releases were important secondary sources, in addition to industry web sites, industry journal articles, reference books, and newspaper articles.

This case is intended to be taught in undergraduate international business or marketing courses.

This case is an illustration of the complexity, and strategic importance, of considering whether, and how, to build customer relationships outside the firm's home country. Such decisions confront many companies facing increasingly global industry environments. The eclectic paradigm, developed by John Dunning, explains why companies expand and participate in international markets.

Means, medians and SD for available socio‐economic status (SES) black‐white differences are here substituted for those of IQ in a between‐groups model published by the author over a decade ago. The goodness of fit of the SES variables used is compared with that for the earlier IQ data. Even when SES variables are relatively successful this can be viewed as additional evidence of the importance of IQ differences to black‐white differences in delinquency.

To understand the motivations for adopting RI practices for institutional investors and asset managers; to understand the different RI strategies available to institutional investors; to understand the impediments to adoption of RI at an organisational level; to debate how financial institutions can drive the growth and adoption of RI among the investment community; and to illustrate the complexities of organisational change and the strategies that institutional entrepreneurs can use to overcome resistance to change from key stakeholders.

The case is set in October 2017 against the backdrop of the pending unbundling of Old Mutual plc into four new independent businesses, and the subsequent relisting of Old Mutual Ltd on the Johannesburg Stock Exchange in South Africa. The head of responsible investment at Old Mutual Investment Group and the main protagonist of the case, Jon Duncan, is considering what the subsequent relisting will mean for the responsible investing programmes that he has set up over the past six years. The case goes on to describe how responsible investment principles were supported through the implementation of ESG integration and active ownership strategies. It also examines recent developments in ESG product innovations and demonstrates another technique available to responsible investment practitioners in the form of best-in-class ESG screening. The case ends with Duncan contemplating the strategic priorities of the RI team moving forward, and how the managed separation might impact on the RI agenda. It provides prompts for students to discuss and formulate a strategy for advancing the aims of responsible investing.

The case is aimed at postgraduate-level students enrolled in a management-related degree programme such as an MBA, and covers both sustainable and responsible finance and institutional entrepreneurship theory.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 1: Accounting and Finance

This research paper aims to investigate the effects of internal audit’s (IA) use of data analytics and the performance of consulting activities on perceived IA quality.

The authors conduct a 2 × 2 between-subjects experiment among upper and middle managers where the use of data analytics and the performance of consulting activities by internal auditors are manipulated.

Results highlight the importance of internal auditor use of data analytics and performance of consulting activities to improve perceived IA quality. First, managers perceive internal auditors as more competent when the auditors use data analytics. Second, managers perceive internal auditors’ recommendations as more relevant when the auditors perform consulting activities. Finally, managers perceive an improvement in the quality of relationships with internal auditors when auditors perform consulting activities, which is strengthened when internal auditors combine the use of data analytics and the performance of consulting activities.

From a theoretical perspective, this research builds on the IA quality framework by considering digitalization as a contextual factor. This research focused on the perceptions of one major stakeholder of the IA function: senior management. Future research should investigate the perceptions of other stakeholders and other contextual factors.

This research suggests that internal auditors should prioritize the development of the consulting role in their function and develop their digital expertise, especially expertise in data analytics, to improve perceived IA quality.

This research tests the impacts of the use of data analytics and the performance of consulting activities on perceived IA quality holistically, by testing Trotman and Duncan’s (2018) framework using an experiment.

In ICT of October 1977, Duncan Smith's article, “An Advanced Professional Qualification for Trainers” identifies a central problem: namely in what way should we develop, educate and train those executives who themselves are to hold the key role of directing the training activity within employing organisations. His analysis of the problem, and his proposals to solve it, raise some fascinating trains of thought for the management educator who works in the sector of the polytechnics and regional management centres. Where Duncan Smith focuses upon the role and the skills, knowledge and personal qualities necessary to fulfil it, I shall attempt to relate those ideas to the general framework of management education which has developed and is developing in Britain. Taking the point that that framework may well currently be deficient in coping with the demand that Duncan Smith has identified, I shall advance the idea that we can learn from contemporary developments in the USA. Such developments relate to exploiting the potential of the Doctoral programme to accommodate needs of this kind. In Britain we have available the skeleton framework for such action, by virtue of the range available within the Council for National Academic Awards. Within that framework exists the opportunity to pioneer new developments through the medium of the PhD, and a starting point for such pioneering could be established by working from the analysis of the British scene provided by Duncan Smith and drawing upon relevant comparative studies, such as the USA case which I present later.

Since their creation through the Industrial Training Act 1964 to hear appeals against levies, the jurisdiction of industrial tribunals has grown considerably. One aspect of this jurisdiction, unfair dismissal, is examined here. Basic principles related to the law of unfair dismissal are examined. The practice and procedure of an industrial tribunal solely in connection with unfair dismissal cases are examined in greater detail. A case study is used to illustrate the important aspects of procedure. Appendices give relevant forms and extracts from the appropriate Code of Practice.

The purpose of this study is to develop a stochastic finite element method (FEM) to solve the calculation precision deficiency caused by spatial variability of dam compaction quality.

The Choleski decomposition method was applied to generate constraint random field of porosity. Large-scale laboratory triaxial tests were conducted to determine the quantitative relationship between the dam compaction quality and Duncan–Chang constitutive model parameters. Based on this developed relationship, the constraint random fields of the mechanical parameters were generated. The stochastic FEM could be conducted.

When the fully random field was simulated without the restriction effect of experimental data on test pits, the spatial variabilities of both displacement and stress results were all overestimated; however, when the stochastic FEM was performed disregarding the correlation between mechanical parameters, the variabilities of vertical displacement and stress results were underestimated and variation pattern for horizontal displacement also changed. In addition, the method could produce results that are closer to the actual situation.

Although only concrete-faced rockfill dam was tested in the numerical examples, the proposed method is applicable for arbitrary types of rockfill dams.

The value of this study is that the proposed method allowed for the spatial variability of constitutive model parameters and that the applicability was confirmed by the actual project.

The purpose of this paper is to provide an interview with Duncan Goose, co‐founder of Global Ethics, a not‐for‐profit organization whose primary remit is to raise funds for humanitarian projects in developing countries

This briefing is prepared by an independent interviewer.

Duncan left his career in advertising to go on a journey of a lifetime and between 1998 and 2000 he fulfilled his life‐long ambition to ride a motorbike around the world. It was because of the experiences he encountered on this odyssey that he decided to form Global Ethics. Spurred on by a like‐minded group of friends, in 2004 he took on the huge challenge of forming a not‐for‐profit organization called Global Ethics, whose primary remit is to raise funds for humanitarian projects in developing countries.

The paper provides strategic insights and practical thinking that will assist potential entrepreneurs, looking to start up their own business.

The first initiative of Global Ethics was One Water, which donates all its profits to fund the development of unique roundabout powered water pumps, called PlayPumps, in Africa. One was the official water for both Live8 and Make Poverty History and continues to change the way in which people consider buying water and other products and services.

This paper provides Duncan's reflections on his experiences as a successful entrepreneur, offering advice for budding entrepreneurs, highlighting successful business models, and detailing Global Ethics' future plans and projects.

Studies which assess the relationship between scanning behavior (SB) and strategic uncertainty (SU) have shown mixed results. The lack of consistency in measurement constructs and differences in underlying assumptions for SU may explain these empirical inconsistencies. Earlier studies have adopted measurement constructs which ignore the interaction effect between the two dimensions of SU – variability and complexity. Our study suggests adopting new measurement constructs for SU that sort uncertainty into four distinct categories based on the interaction of the two environmental constructs, variability and complexity, as drawn from categorizations originally proposed by Duncan. This new measurement approach will provide a means to generate consistent results in research on the relationship between SB and SU. We provide a practical example using the strategic environment in the health care industry to illustrate for managers a more precise way to assess their external environment.