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Documents related to John Maynard Keynes, institutionalism at Chicago & Frank H. Knight
Type: Book
ISBN: 978-1-78350-061-1

Keywords

Article
Publication date: 1 May 1972

John Donaldson and H. Briggs

December 16, 1971 Master and Servant — Redundancy — Continuous employment — Dismissal of strikers — Effect of dismissal on continuity of employment — Whether “strike” continued…

Abstract

December 16, 1971 Master and Servant — Redundancy — Continuous employment — Dismissal of strikers — Effect of dismissal on continuity of employment — Whether “strike” continued after dismissal — “Employee” — Meaning of, in context of strike — Whether continuity of employment broken by dismissal of strikers — Contracts of Employment Act 1963 (c.49), s.8(l), Sch. 1 paras. 7 (2), (3), 11 — Redundancy Payments Act 1965 (c.62), s. 1(1). Sch. 1.

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Managerial Law, vol. 12 no. 2
Type: Research Article
ISSN: 0309-0558

Abstract

Details

Documents related to John Maynard Keynes, institutionalism at Chicago & Frank H. Knight
Type: Book
ISBN: 978-1-78350-061-1

Keywords

Abstract

Details

Documents related to John Maynard Keynes, institutionalism at Chicago & Frank H. Knight
Type: Book
ISBN: 978-1-78350-061-1

Keywords

Article
Publication date: 1 May 1926

In a recent article upon the improper handling of meat, the Daily Mail observed that if the public realised the condition of much of the meat delivered to them there would be such…

Abstract

In a recent article upon the improper handling of meat, the Daily Mail observed that if the public realised the condition of much of the meat delivered to them there would be such an outcry that the Ministry of Health would be compelled to issue definite regulations governing the transport and sale of meat. London butchers are not the worst offenders. Many of them conform voluntarily to standards of hygiene that are far better than in many provincial towns where the public health authorities are lax; but even in London it is possible, in every district, to see revolting methods of dealing with meat. The great Central Meat Market at Smithfield is under the control of the Corporation of the City of London. There are definite orders that meat porters must wear white overalls and caps in addition to various sanitary regulations as to the transport of meat. Many men disobey them with impunity. Among incidents seen there by a representative of the Daily Mail were :—Porters with filthy tweed caps and still filthier sacking carrying carcases on their shoulders; carcases of mutton lying unprotected on a muddy pavement; a scavenger sweeping up dust and manure just beneath an open cart loaded with mutton; a boy with muddy boots and grimy clothes sitting on a heap of meat in another open‐end cart. If the orders of the Ministry cannot be enforced at Smithfield it is not surprising that they are utterly ignored in other places. More than half the butchers' shops seen in a long tour of London neglected the most elementary precautions against the contamination of meat from dust and dirt. The following are some typical examples:—Meat exposed in trays on the pavement, with a marble shop wall behind absolutely black with dirt and mud splashes ; a road‐sweeping machine spraying dirt on to joints exposed without any covering on a stall in the gutter outside a butcher's shop; refuse from a dust‐cart blowing on to meat in another open‐fronted shop; cooked meats exposed in an open window in one of the busiest streets in London. The Ministry of Health, in an explanatory memorandum, expressly excluded cooked meat from the operation of any regulations. Yet, as Medical Officers of Health point out, cooked meat, since it is eaten as bought, is a more dangerous carrier of infection than raw meat. The Ministry, it is understood, “ hope to be able to issue regulations dealing with the sale of cooked meat some time,” but cannot say when or promise an early date. The whole fault, for which the public have to pay the toll of disease due to dirty meat, is in the vagueness of the regulations made by the Ministry a year ago.

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British Food Journal, vol. 28 no. 5
Type: Research Article
ISSN: 0007-070X

Abstract

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Further Documents from the History of Economic Thought
Type: Book
ISBN: 978-1-84950-493-5

Article
Publication date: 1 April 2006

M.L. Emiliani

The purpose of this paper is to provide a historical account of the significant role that Connecticut businesses and business leaders had in the spread of Lean management…

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Abstract

Purpose

The purpose of this paper is to provide a historical account of the significant role that Connecticut businesses and business leaders had in the spread of Lean management throughout the USA. The paper aims to describe what happens when managers do not understand and apply an important principle of Lean management.

Design/methodology/approach

Survey of published and unpublished records, as well as personal communications with key figures.

Findings

Establishes the role and importance of Connecticut businesses and business leaders in the discovery and dissemination of Lean management in America since 1979, external to Toyota and its affiliated suppliers.

Research limitations/implications

The accuracy of some past events necessarily relies on the recollection of key figures that were obtained by personal communications.

Practical implications

Describes how an important principle, “respect for people,” was not understood by most management practitioners, thus hindering efforts to correctly practice Lean management and improve business performance.

Originality/value

The paper provides a historical account of Lean management in America, focusing on activities that occurred in the State of Connecticut post‐1979. Description and relevance of a key area of misunderstanding among practitioners of the Lean management system.

Details

Journal of Management History, vol. 12 no. 2
Type: Research Article
ISSN: 1751-1348

Keywords

Article
Publication date: 1 January 1976

The Howard Shuttering Contractors case throws considerable light on the importance which the tribunals attach to warnings before dismissing an employee. In this case the tribunal…

Abstract

The Howard Shuttering Contractors case throws considerable light on the importance which the tribunals attach to warnings before dismissing an employee. In this case the tribunal took great pains to interpret the intention of the parties to the different site agreements, and it came to the conclusion that the agreed procedure was not followed. One other matter, which must be particularly noted by employers, is that where a final warning is required, this final warning must be “a warning”, and not the actual dismissal. So that where, for example, three warnings are to be given, the third must be a “warning”. It is after the employee has misconducted himself thereafter that the employer may dismiss.

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Managerial Law, vol. 19 no. 1
Type: Research Article
ISSN: 0309-0558

Article
Publication date: 3 January 2017

Michele D. Meckfessel and Drew Sellers

This paper responds to concerns raised by the Securities and Exchange Commission (SEC), Public Company Accounting Oversight Board (PCAOB) and scholars over the rapid growth of Big…

4283

Abstract

Purpose

This paper responds to concerns raised by the Securities and Exchange Commission (SEC), Public Company Accounting Oversight Board (PCAOB) and scholars over the rapid growth of Big 4 consulting practices. This paper aims to explores the question: Does the regrowth of sizable consulting practices by the Big 4 influence audit reporting lag and restatement rates?

Design/methodology/approach

A population of the SEC-registered US audit clients of the Big 4 was used in this study. Longitudinal data on Big 4 audit clients from 2000 through 2009 were analyzed to determine the impact of consulting practice size on the clients’ audit reporting lag and restatement rate.

Findings

This paper finds that consulting practice size has a positive and statistically significant influence on audit reporting lag and restatement rate. The results are robust to alternative specifications of the sample and controlling for the level of non-audit services provided to audit clients.

Practical implications

The findings contribute to the discussion of the scope-of-services issue. They provide empirical support for Zeff’s (2003) and Wyatt’s (2004) intuition that the loss of Big 4 professional focus – not simply conflicts of interests – is a major factor affecting the audit quality.

Originality/value

The uniqueness of this paper is in how it counts restatements. Each year this paper counts that annual financial statements are restated as opposed to each disclosure of a restatement. This paper’s contribution is to examine the association between the regrowth of Big 4 accounting firm consulting practices with audit reporting lag and restatements.

Details

Managerial Auditing Journal, vol. 32 no. 1
Type: Research Article
ISSN: 0268-6902

Keywords

Article
Publication date: 1 July 2006

Andrea Whittle

To outline paradoxes found in literature on management consulting and present a novel way of re‐conceptualizing paradox using a performative or action‐oriented approach to…

5694

Abstract

Purpose

To outline paradoxes found in literature on management consulting and present a novel way of re‐conceptualizing paradox using a performative or action‐oriented approach to discourse.

Design/methodology/approach

The approach is based on a theoretical reinterpretation of existing research findings on management consulting. Limited ethnographic data are also used to support the argument.

Findings

The paper argues that paradoxes are an outcome of the many, often conflicting, interpretive repertoires (IR) used to understand management consulting. This suggests that paradoxes may never be resolved but instead may constitute a key resource for agents in affecting change. This idea is illustrated with reference to ethnographic data from a study of management consultants.

Research limitations/implications

The paper suggests that a performative theory of discourse enables researchers to appreciate how and why paradoxes are reproduced in the context of organizational change.

Practical implications

Practitioners are seen to work within paradoxes, using conflicting IR as a toolkit for negotiating change.

Originality/value

Proposes a novel way of viewing paradoxes by shifting the focus away from what paradoxical accounts reflect towards what they achieve in the context of interaction.

Details

Journal of Organizational Change Management, vol. 19 no. 4
Type: Research Article
ISSN: 0953-4814

Keywords

1 – 10 of 106