Search results

The East India Company was a hybrid corporation. This hybridity refers to the merchant-state function of the Company, designed as a joint-stock corporate established to trade and make profit, whilst simultaneously exercising public state governance over India. As the Company strived for profits, this was inherently detrimental to ruling a state of people. Its increasing public role alienated both Indians and the British government as it faced increasing criticism. Eventually British state intervention increased until the Company operated as an agent for British imperialism, and its corporate status continued to decline until the Company was replaced by British rule. Ultimately, the legacy of the East India Company represents the incompatibility of private actors taking on state responsibility.

WENT TO Brittany in July for a week's holiday with my dear wife, and found it agreeaby empty of both tourists and the flood of crude oil which had enveloped the coast a few months ago when the tanker Amoco Cadiz broke up. Plenty of rain, though, so we spent the week perambulating between restaurants, and returned lighter of pocket and heavier of tum, to find a charming letter from a librarian in Hong Kong, who said he had met my sister there recently and she had expressed great admiration for me. I replied that in that case it couldn't have been my sister and would he please send a photo of the lady.

TOP TITLES, measured by the number of loans from Dumbarton District Libraries last year, were newish books by the following ten authors: Wilbur Smith, Jeffrey Archer, Catherine Cookson, Virginia Andrews, Danielle Steel, C McCullough, Susan Howatch, Desmond Bagley, Belva Plain, Douglas Reeman. (How can anyone be willing to go through life called ‘Belva Plain’?) The most popular non‐fiction writer was James Herriot, and for children (can you guess?), Enid Blyton.

Clive Loughlin looks at some of the systems available to industry, and analyses their strengths and weaknesses.

In the contemporary relation between economics and Judeo‐Christian thought, Smith identifies three positions. These are disciplinary autonomy for economics, disciplinary interdependence between economics and Christian thought, and distinctively Christian economic analysis. Little evaluation has been made of these positions. Two representatives, as Smith classifies them, of the disciplinary autonomy and interdependence positions are evaluated from the distinctively Christian economic analysis viewpoint. Unlike Smith's classification, both J. David Richardson and Anthony Waterman are assessed as belonging to the disciplinary autonomy group, in which mainstream orthodox economic science is allegedly able to proceed independent of religious input. This position is criticized insofar, as Richardson's major and influential paper in the area (1988) is found to disregard any appraisal of the contribution of modern orthodox economic theory to the explanation of real world processes, and to overlook the contribution Christian thought might make to economic explanation. Both Richardson and Waterman assume an understanding of the “science” in economic science that is problematic, while Waterman utilizes arguments from the philosopher Leslek Kolakowski, and the economist Frank Knight, that are contestable from a Christian perspective.

The purpose of this paper is to investigate job satisfaction and workplace psychopathy.

Job satisfaction has previously been seen as a function of various constructs. The authors take one step back from the literature to re-examine the relationship not just between job satisfaction, workplace conflict, organizational constraints, withdrawal from the workplace and perceived levels of corporate social responsibility, but also between all of these constructs and the presence of corporate psychopaths.

The authors find that there is a direct link between corporate psychopaths and job satisfaction. There are also indirect links through variables such as conflict, since corporate psychopaths influence conflict and other variables.

Importantly, the research establishes that psychopathy is the dominant predictor of job satisfaction.

Influential research has posited that empirical investigation provides no evidence for the existence of white-collar/successful psychopaths. The purpose of this current paper is to review evidence for their existence and report on new, primary research that examines ethical outcomes associated with their presence.

Leading psychopathy researchers called for research using samples of white-collar workers to explore workplace psychopathy. Therefore, the authors undertook a two-stage research process to examine this. Firstly, a structured literature review sought evidence for “corporate psychopaths”, “white-collar psychopaths” and “successful psychopaths” in existing literature. Secondly, original research was undertaken among 261 Australian workers to examine this further.

Findings indicate that white-collar psychopaths exist. Where they have been found not to exist, investigation reveals that the samples used were inadequate for the purpose of attempting to find them.

Although there is an inconsistent nomenclature, white-collar, industrial, successful, organisational, workplace or corporate psychopaths do exist and are found in white-collar workplaces.

Their existence is important because findings indicate that they have a significant, ethically malign and long-lasting impact on employee well-being and organisational ethical outcomes.

To the best of the authors’ knowledge, this is perhaps the first paper to specifically examine the literature for evidence of whether white-collar psychopaths exist. To the best of the authors’ knowledge, this is also the first paper to determine that corporate psychopaths are linked with aggressive humour, gender discrimination, fake corporate social responsibility and reduced communications integration.

Down my way in October there was the “unique event of a Trade Union leader being inslalled by his boss” as the TU leader so described it.

This study aims to present the results of a curriculum design intervention, which was undertaken to address the inhibitors and enablers facing international (mainly Chinese) students on a capstone undergraduate strategic management module at a UK university business school.

Using an action research approach, the pre-intervention phase identified two main concerns: low levels of student engagement and avoidance of generic academic and language support. The module was subsequently redesigned around a group-based strategic business simulation (requiring collaborative participation of all students), with embedded language and academic support, plus the involvement of bilingual teaching staff.

Post-intervention results from the four-year study indicated enhanced academic engagement of international students and a narrowing of the performance (grade) gap between domestic and international students.

Overall findings should provide strong support for the inclusion of active learning pedagogies in undergraduate business course deliveries, also complementing educational literature that advocates the effectiveness of constructivist pedagogies in mixed-nationality classrooms.

This study exemplifies a form of participatory action research. The juxtaposition of comments from support and specialist tutors, along with those of students, highlights the validity of views from each stakeholder group.

This chapter examines and discusses the unintended outcomes of the production bonus scheme the mine had instituted to motivate and increase the productivity of the frontline mining teams. This is crucial given that the maladministration of the bonus system could lead to a range of undesired outcomes such as deteriorating levels of trust between management and frontline workers, prioritisation of production at the expense of safety, poor work relations and ultimately low levels of organisational, employee and team performance. There are a number of organisational, management and labour factors that can render a production bonus scheme effective or ineffective. These factors influence the nature and extent of worker reactions to the bonus scheme.

This chapter examines and discusses the factors that influenced the reaction of the mining teams to the team-based production bonus scheme and the extent to which mine management fulfilled its side of the bargain in the implementation of the production bonus. The chapter highlights the manner in which the team-based bonus system influenced teams of stope workers to engage in their informal organisational practice of making plan (planisa) in order to offset the snags that jeopardised their prospects of earning the production bonus. The chapter reveals that, to a large extent, the productivity bonus generated conflict rather than cooperation at the point of production down the mine. As a result, the incentive scheme failed to live up to expectations by not eliciting the desired levels of organisational, worker and team performance at the rock-face.