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March 12, 1971 Compressed air work — Breach of statutory duty — Negligence — Caisson disease in form of bone necrosis — Causation — Faulty decompression procedure and equipment — Whether risk reasonably foreseeable by employers — The Work in Compressed Air Special Regulations, 1958 (SJ. 1958,No. 61),regs. 4(1), 6,8(1), 8(2) (a), 10(1) and 10(3).

The planning process is usually an integrated mixture of top‐down issues prepared at the senior levels of the organization, and bottom‐up work that goes on within the operating units. A question for this distinguished panel of CPOs is, “How can companies optimally balance the process?”

In global businesses there's often a question about what you can plan for on a worldwide basis and what needs to be managed on a local basis. How does a company know it has an equity or an economy of scale that is truly global?

The head of planning for a Fortune 500 consumer products company summarizes the lessons managers must master for successful scenario planning in diversified companies.

Passion. Intensity. Experience. That's what good, dynamic, exhilarating speakers can offer the crowds who are hanging on their every word. But speakers of that ilk are rare—even when they're telling some of the most scintillating stories of strategic derring‐do. Here's a guide to some of corporate strategy's best speakers, picked by their most seasoned critics: their listeners.

In this study, we use neoinstitutional sociology to explore how institutional pressures exerted on Ghana influenced the government’s decision to adopt, implement and use integrated financial management information systems (IFMIS) for the management of public financial resources.

Based on a case study of Ghana’s Controller and Accountant General’s Department (CAGD), the study uses a qualitative interpretive case approach as the methodological stance, and some key officials involved in the implementation of the IFMIS project were interviewed and documentary evidence was also analyzed to achieve triangulation of data and results.

The results show that the IFMIS reform was instigated by two main forces. One is the pressure from external stakeholders like the World Bank related to funding relationships. The other is the indigenous pressures coming from internal stakeholders who felt dissatisfied with the outcomes of previous reforms. The findings also suggest that many contingencies for successful reforms to IFMIS were present in Ghana, such as the commitment of internal stakeholders, the training programs for improving the needed skills of employees, and the will to get inspired by best practices abroad. Nevertheless, ultimate users mostly were hesitant to use IFMIS due to fears of losing their jobs because of institutionalized practices and a lack of IT skills. The study further revealed that, even if many conditions for a successful reform, especially regarding adoption and implementation, are in place, the reform may ultimately fail due to the impact of other factors that particularly regard the use of the newly developed accounting repertoire.

The findings of this study can be considered as a blueprint to emerging economies yet to adopt and implement similar IT-based Public Financial Management Information System (PFMIS). Moreover, given that some ultimate users exhibited resistance to the use of the new system, the results will prompt emerging economies that have not yet implemented IT-based PFMIS to recognize that cultural change management is an inevitable condition for successful implementation and use of IT-based PFMIS.

This study contributes to studies on public sector accounting reform in emerging economies by highlighting how the adoption of public sector accounting reform was instigated by both development partners and indigenous institutions responsible for ensuring effective and transparent management of public funds. Furthermore, unlike previous studies, the implementation team imported business case ideas from the private sector to augment the IFMIS implementation.

‘DID YOU KNOW old John Simpson?’ I have lost count of the number of times I have been asked this question about my predecessor over the past thirty‐six years. Inevitably my interlocutor follows up his question with the statement, ‘He was a terror; you either took what he gave you out of a selection of two or three books, or did without’.

Public realm urban regeneration projects aim to provide facilities for the common good such as improved road systems, public parks, museums and cultural institutions. Driven by political priorities, the expected benefits for society comprise of the proposed regeneration outcomes articulated in a masterplan vision. As a philosophical concept, common good in the context of urban regeneration is explored in this study to understand the expectations for major, long-term regeneration projects and the intended project objectives. In the approach to governance, there should be a relationship between monitoring indicators adopted by the regeneration project as part of the governance framework and their alignment with the common good. These concepts are analysed through a case study of the development and reporting of benchmark indicators established at the start of a major 20-year urban redevelopment in 2010. The monitoring and enhancement concept implemented required indicators to be developed and embedded in the regeneration process to, not only monitor, but also enhance sustainability. The longitudinal case study, at the interim point 10 years since the establishment of these indicators, will evaluate the sustainability of the urban regeneration and evaluate current evidence for the common good. The indicators were developed following the principles of a theme orientated framework in line with the UK and Scottish Government approach at that time. The process of indicator development was iterative, refined and finalised through working closely with local authority, Scottish Enterprise and partnership stakeholders (civic oriented organisations) to capture evidence of progress towards the masterplan vision. Ten years on, conclusions examine whether these indicators could be used a proxy for common good. The conclusion will identify the extent to which we would need to revise indicators to address any gaps to become a more accurate measure of common good.

The number of rendundancies is growing at a steadily increasing rate. Although a great deal has been written about it in the popular press, not enough systematic work has been done to assess the impact of this phenomenon on the psychological state of the redundant worker, his family and the wider community. It was felt, therefore, that it might be useful here to review what is available, to help chart the direction of future work in this very important and currently relevant area.

Anthropology was a late‐comer to the Caribbean and only after World War II did the study of Caribbean culture and societies become less exceptional. Early in this century when anthropology was first making itself over as an ethnographic science, anthropologists concentrated on tribal peoples. For most of the post‐Columbian era, the Caribbean region, with a few minor exceptions, was without indigenous tribal societies. Even after anthropology turned its attention to the study of peasantries, Caribbean peasantries were ignored in favor of more stable and tradition‐oriented peasant societies in other parts of Latin America. When anthropologists began to study Caribbean peoples in a more serious and systematic fashion, they found that they had to develop new concepts to explain the variation, flexibility, and heterogeneity that characterized regional culture. These concepts have had a significant impact on social and cultural theory and on the broader contemporary dialogue about cultural diversity and multiculturalism.