Search results

Looks at the process of conducting qualitative management research. Concentrates on data collection used in fieldwork, the way in which data is analysed and the various output from the work. Uses a PhD based upon the management of group moves as a case study. Defends the overall research strategy in terms of confirmability, dependability, credibility and transferability of findings.

Considers the requirements for an overall research strategy of a successful PhD. Provides pointers to enable researchers to balance practicality with academic research. Covers literature reviews, specifying the research problem and fieldwork using case studies to provide examples and compare approaches. Advocates a cubist methodology.

Discusses the transfer of undertakings in the UK, referring to the Transfer of Undertakings (Protection of Employment) Regulations of 1981, the Employment Rights Act 1996, and the Acquired Rights Directive 1977. Provides the raison d’etre of the Acquired Rights Directive and outlines how it was implemented in the UK. Talks about the confusing jurisprudence of the European and British courts, mentioning the European Court of Justice’s challenges to the directive, the 1994 proposals, amended 1997 proposals, the Commission’s memorandum of 1997 and the UK government’s consultation papers. Describes how the European Directive is applied and interpreted in relation to the Acquired Rights Directive and transfer of undertakings. Outlines the regulations controlling compulsory competitive tendering. Points out the obligation to inform and consult on the transfer of an undertaking and how the directive is enforced if this fails to occur. Notes the effect a relevant transfer has on existing collective agreements and the legal implications of dismissing employees by reason of the relevant transfer. Looks at the European Commission’s proposal for a directive on safeguarding employees’ rights in the event of transfer and the implications that would have on UK business. Concludes that a new directive is needed, building on the 1977 Directive but ironing out its inconsistencies.

Most computer users need graphics once in a while, even text‐oriented people like the author. While there have always been many different tools for manipulating and creating graphics on DOS computers (and better ones for Macs), Windows has made such tools more common, less expensive, easier to use, and much more powerful. After defining some basic terms for computer‐based graphics and discussing sources of raw material for those who aren't artists, the author summarizes varieties of graphic software for Windows (and other operating systems). He then describes examples based on personal experience and evaluates two sophisticated graphics packages that libraries can obtain for modest prices. Either package will serve users well, and both packages come with substantial collections of graphic source material (clip art). Finally, the author adds notes on the PC literature for July‐September 1993.

Compares the values underlying the behaviour of a sample of 87 US, 56 Jamaican, 42 Bahamian, 106 Colombian, and 12 Israeli managers and professional staff. Refers to literature defining individualism and collectivism, uncertainty avoidance, power distance, and masculinity/femininity; as well as literature establishing these values as instrumental or terminal. Hypothesizes that each country‘s respondents will record different instrumental values, with the US respondents being ambitious, independent, intellectual and logical (vertically individualist); the Colombian, Jamaican and Bahamians being ambitious, cheerful, forgiving, helpful, loving, obedient and polite; and the Israelis also valuing the latter six qualities. Describes the methodology used and data analysis. Indicates expected results from the findings, other than the Jamaicans and Bahamians were found to value ambition and independence more highly than hypothesized, and the Israelis valued love and obedience but not cheerfulness and forgiveness. Discusses the implications of the findings in the light of the high failure rate of expatriate assignments.

The concept of corporate social responsibility of the enterprise covers a vast territory! This paper proposes to limit the analysis and evaluation of this concept to three distinct aspects. The first will treat the comparatively new and evolving common law implied term in corporated into the contract of employment relating to the enterprise’s social responsibility of respect towards the employee. The second will analyse an other generically linked recent common law development in the field of the enterprise’s social responsibility of respect towards the employee, namely the implied over‐riding term. Thirdly, the novel and developing wider concept of corporate social responsibility will be addressed and assessed. Some concluding thoughts will follow.

The paper evaluates the international linkage of Indonesian stock market during pre‐crisis and post‐crisis periods using time series techniques of cointegration and vector autoregression (VAR). We find evidence for lack of cointegration among the Indonesian market, other ASEAN markets (Malaysia, the Philippines, Singapore and Thailand) and two advanced markets (the US and Japan) during both pre‐crisis and post‐crisis periods. Looking at short run dynamics, we document evidence for substantial interactions among the ASEAN markets. However, it seems that the Indonesian market becomes more segmented from other ASEAN markets during the post‐crisis period. Additionally, while most ASEAN markets respond quickly to shocks in the US regardless of the sample period and seem to be less influenced by the Japanese market post crisis, the Indonesian market becomes more responsive to the developed markets of the US and Japan during the post crisis period.

The product‐mix decision has received considerable attention in management accounting and economics literatures. However, many studies in these literatures are contradicting, inconclusive and lack rigorous analysis of this complex decision. They seek to develop weights for the products in the product mix based on one objective, to maximize the firm’s profit ability. But before developing these weights, the studies must first rank these products, Ranking is a complex endeavor since it is often driven by a multitude of hierarchical financial and non‐financial goals and objectives. Ranking is also difficult due to the use of complex concepts such as time, uncertainty, cost and interdependencies between accounting systems and manufacturing systems and among the products of the product mix. These concepts are inherently fuzzy and coextensively applied often with a confluence of variables operating simultaneously. This paper applies an advanced mathematical model to account for the product mix decision. The model combines the powers of fuzzy‐set theory (Zadeh, 1965) and the analytic hierarchy process (Saaty, 1978). The fuzzy‐analytic‐hierarchical process (FAHP), developed by de Korvin and Kleyle (1999), is sufficiently powerful to account for the ambiguous variables and the web of prioritized strategies and goals of cost leadership, product differentiation, financial objectives of earnings, cash flows and market share and non financial goals such as tradition and owners’ convictions and philosophies underlying the ranking of the products in the product mix. By way of example, the paper applies the FAHP model to rank order four products subject to these strategies and goals.

Examines the European Union (EU) countries’ uncertainty avoidance measures (based on Hofstede’s work) and proposes the degree of formalization (high, moderate or low) applied by organizations in the EU countries. Proposes that high formalization organizational structures are more prevalent in Austria, Belgium, France, Germany, Greece, Italy, Portugal and Spain; that low formalization organizational structures are more prevalent in Denmark, Great Britain, Ireland and Sweden; and that moderate formalization organizational structures are more prevalent in Finland and The Netherlands. Claims that these propositions can be tested at the organizational level using the Aston study instrument but warns that cultural factors are only an element among a number of other contextual variables such as the subsidiary’s local context (environmental complexity and the amount of local resources available to it), the size and age of the organization, type of organizational function, the way in which organizations confront a crisis, and management preferences for control. Indicates that it should not be assumed that this research can be applied to Confucian‐based Far East cultures. Mentions also that a country’s cultural values can change over time so should be periodically updated using Hofstede’s Value Survey Module.