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Instead of reacting to requests for space, CRE executives should be included in any location selection decision‐making process in order to understand the drivers for the action, and to ensure that the real estate solution prpoerly serves the business need. A comprehensive site selection process is one which works from the strategic goals of the company through identifying the business need for the new or consolidated operation, through the tactical tasks of identifying appropriate candidate areas, evaluating those areas, determining the fiscal impact of the move, and on through the implementation of any resulting action.

This article aims to investigate the differences and similarities among cross-cultural, values and ethics between the USA and Asian countries. This article analyzes the degree of cultural distance between USA and Asian countries and the impact it has in companies. It examines the comparison between the USA and China’s value system. It also assesses how idealism and relativism impact individual ethical decision-making. In addition, this article examines the impact that globalization, foreign direct investment (FDI) and trade have in the Chinese culture and other countries.

The data for this research paper were collected from the following models: Ethics Position Questionnaire of Forsyth, Rokeach Values Survey, Hofstede model, GLOBE model and Wilcoxon test. The main sources used for this research were the Journal of Technology Management in China and the EBSCO database.

The research found that Western cultures tend to be more individualistic, while Asian countries tend to be very collective. This study also found that the type of value system that each culture holds depends on the type of government. This research also found that researchers have discovered that American managers are more loyal to their ethical beliefs, rather than to their superior’s or company’s ethical beliefs. While eastern Asian cultures focus more on the importance of acting in the best interests of the company’s superior. The study also found that it is extremely important for foreigners to build a relationship with Chinese business professionals before they do business negotiations. In addition, the study found that globalization, FDI and trade do make a significant cultural difference in some cultural dimensions.

It contributes to the literature by analyzing the different measurements in value, ethics and cultural differentiation. This research wants to demonstrate the importance of cultural differences, ethics and values across different countries and cultures. It also provides factual evidence that it’s important to understand these differences to be a successful global manager. In addition, it contributes to this literature by analyzing the effect that globalization, FDI and trade have in national cultures.

DURING most of last month and almost without exception, newspapers and journals, especially those serving trade and industry, have been referring to George Orwell's masterpiece (if that is what it was) almost as though it were divine script. This, despite the fact that at least as far as the magic date is concerned it was completely wrong. His prognostications have proved certainly no better than Nostradamus or Old Moore.

This study tests the relationship between financial leverage and a firm's operational and financial short term responses to poor performance, based on Jensen's (1989) argument that higher predistress leverage increases a firm's incentive to respond more quickly to poor performance. This research is conducted on a sample of 45 poorly performing New Zealand firms between 1985 and 1994. The results indicate that higher leverage increases the probability of firms taking action in the short term. In particular, the evidence suggests that the probability of asset sales is positively associated with long‐term leverage, in addition to its relationship with the firm's stock return. Increased probability of management replacement is related to higher levels of short‐term leverage and surprisingly, the probability of dividend cuts decrease with higher levels of total and short‐term leverage. Poorly performing firms with higher leverage also appear to cut asset levels and dividends more aggressively than those with lower leverage levels.

The changing nature of corporate real estate (CRE) management and the realignment of its goals has meant that about a third of corporations have now outsourced much of their facilities management activities. The purpose of this paper is to explore the experiences of successful real estate outsourcing models and discuss how this experience could be applied more widely in the industry.

Research was conducted by CB Richard Ellis among 32 corporations, which showed a wide range of approaches to retained CRE organizations. Further analysis was made of a number of relationships between CB Richard Ellis and their existing clients in order to determine a “best practice” organizational structure.

There were a wide variety of organizational questions that impacted on the size of the retained team and the conclusion was that, “No one size fits all”. The number of CRE personnel varied significantly, based largely on the company's approach to and degree of, outsourcing. In order for the client to receive innovative and cost effective solutions to its real estate service requirements, a collaborative and strategic partnership is critical. The “best practice” structure is flexible, stimulates cooperation and creates an environment of strategic partnership to ensure a productive level of communication and collaboration where ideas can be rewarded.

This paper provides useful insight into how the combined organization of client and service provider can be optimized in order to maximize the efficiency of the outsourcing process.

This study aims to highlight the perspectives of one black male middle-school mathematics teacher, Chris Andrews, about developing black students’ positive mathematics identities during his first year of teaching middle-school mathematics in a predominately black school. The author’s and Chris Andrews’ shared experiences as black Americans opened the door to candid conversations regarding the racialized mathematical experiences of “our” children, as he referred to them during the interviews.

The author used case study methodology (Yin, 2009) to illuminate Chris’s salient academic and personal experiences, approaches to teaching mathematics and ways that he attended to mathematics identity in practice. The author used sociopolitical and intersectional theoretical framings to interpret the data.

Chris’s perspective on teaching mathematics and developing mathematics identity aligned with taking a sociopolitical stance for teaching and learning mathematics. He understood how oppression influenced his black students’ opportunities to learn. Chris believed teaching mathematics to black children was his moral and communal responsibility. However, Chris’s case is one of tensions, as he often espoused deficit perspectives about his students’ lack of motivation and mathematical achievement. Chris’s case illustrates that even when black teachers and black students share cultural referents; black teachers are not immune to the pervasive deficit-oriented theories regarding black students’ mathematics achievement.

The findings of this work warrant the need to take intersectional approaches to understanding the ways of knowing that black male teachers bring to their practice, as Chris’s identity as a black person was an interplay between his black identity and other salient identities related to ability and social class.

Chris, even while navigating deficit-oriented perceptions of his students, provides an example of bringing a sociopolitical consciousness to teaching mathematics and to support novice black male teachers in their content, pedagogical, and dispositional development.

This work adds to the limited body of literature that highlights the experiences of black teachers in a subject-specific context, particularly in science, technology, engineering, and mathematics (STEM) subject areas that have historically marginalized the participation of black people.

ABB Robotics Ltd, UK distributors of ABB Trallfa Robots, has appointed Chris Lines — a product specialist with over 12 years experience of robotic paint systems — to concentrate on ABB Trallfa robot sales and marketing in the United Kingdom. The new job function, to be based at Milton Keynes, will be closely coordinated with other ABB Trallfa Robot centres, as the company further integrates its European robotic operations.