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This paper aims to examine the market structure of Vietnam’s banking sector during 1999-2009, which is after the introduction of the two-tier banking system, using the non-structural (Panzar–Rosse) model.

The authors consider a more comprehensive range of specifications, in terms of a greater number of environmental covariates and different dependent variables, than in the previous applications of this model. Further, this is the first study that uses lagged input prices (to avoid endogeneity), excludes assets (to avoid specification bias) and includes a lagged dependent variable (to avoid dynamic panel bias) in such a study of the Vietnamese banking system.

The authors find that the Vietnamese banking system operates in monopoly.

The main contribution of this paper is to determine the market structure in the recent period after the Vietnamese banking system was transformed into a less centralised, two-tier system. This study is the first to uniquely identify the market structure of this developing economy’s banking system (using data only for Vietnam and not observations from other countries) in a post-transition period.

The National Aeronautics and Space Act of 1958 established the National Aeronautics and Space Administration (NASA) and charged it to “provide for the widest practicable and appropriate dissemination of information concerning ... its activities and the results thereof”. The search for innovative methods to distribute NASA′s information led a grassroots team to create the NASA Technical Report Server (NTRS), which uses the World Wide Web and other popular Internet‐based information systems.

A former research scientist with the Goddard Space Flight Center, Dr Ian Ramsay, has joined Ferranti Astron Ltd as factory manager at its Kinnoull facility in Dundee.

The purpose of this paper is to consider the presence and consequences of functional overlap in organizational performance management (PM) systems.

This paper is speculative in that it considers the consequences of organizations applying multiple PM systems. Four widely‐used PM systems from various management perspectives are selected as proxies to demonstrate that overlap can occur across a broad array of extant PM systems. The content of the selected PM systems literature was used for analysis.

The analysis found evidence of substantial functional overlap among the selected PM systems. Significant niche overlap occurred in the functions: assisting strategy formulation and implementation processes; supporting strategic decision making; and facilitating strategic learning.

This study and its findings should help scholars to reframe their understanding of PM systems and let managers recognize and take action to optimize the benefits and costs of functional overlap.

The paper identifies functional overlap; a concept not explicitly addressed in the PM literature.

The findings of the Steering Group on Food Freshness in relation to the compulsory date marking of food contained in their Report, reviewed elsewhere in this issue, has brought within measurable distance the Regulations which were, in any case, promised for1975. The Group consider that the extension of voluntary open date marking systems will not be sufficiently rapid (or sufficiently comprehensive) to avoid the need or justify the delay in introducing legislation.

The purpose of the current study was to investigate whether the instructional and administrative leadership practices of principals and professional collaboration of teachers predict teachers’ self‐efficacy and job satisfaction in Turkish middle schools.

By applying a causal comparative design and a multilevel methodology, the current study used OECD's Teaching and Learning International Survey (TALIS) data set to examine the relationships among study variables. The multilevel data included 178 schools/principals and 2,967 teachers. Two‐level Hierarchical Linear Modeling (HLM) method was used to investigate whether principals’ leadership and teachers’ collaboration predict teacher self‐efficacy and teacher job satisfaction, net of several important teacher‐level and school‐level control variables.

The findings showed that some select aspects of principal leadership and teacher collaborative practices significantly predict teachers’ self‐efficacy and job satisfaction at within and across schools. Among all independent and control variables, teachers’ collaboration appeared to be the strongest predictor of both teacher self‐efficacy and job satisfaction.

The areas of significance identified by this study may guide policy makers and practitioners for informed decisions and interventions targeting to enhance teacher self‐efficacy and job satisfaction. The multilevel methodology utilized by this study may also stimulate future research endeavors for capturing the nested relationships of educational data, otherwise would be unaccounted for at different levels of schooling.