Search results

The purpose of this paper is to explore the explicit teaching of information text schema with vocabulary instruction to primary-aged students in Hong Kong international education.

Data were collected through three quasi-experimental studies with different age groups and participants. Each study divided participants into two randomly assigned groups, either informational texts (IT) or vocabulary building (VB). Impact was evaluated with gain scores on a standardized reading comprehension test and researcher-designed cloze tests of fiction and nonfiction passages.

The explicit teaching of IT can benefit student reading comprehension from an early age, particularly to first language (L1) English students and possibly second language (L2) English learners. School reading programmes should include opportunities for students to experience IT (nonfiction) and fiction materials, and build their vocabulary through incidental learning and explicit teaching. For IT, they should be exposed to: layout – e.g., headings, sub-headings, glossary, and index; and content – photographs and specific/technical vocabulary. For fiction-based texts and VB, the following themes should be covered by younger aged students: antonyms, synonyms, and affixes.

Several limitations apply to this study which will need to be addressed in future studies. These include: the random sampling of students from the overall student population was not an option, given the necessity of voluntary participation and avoiding disruption to school routines. This study used meta-analysis to aggregate results across multiple comparisons largely because of the extremely small samples available. The data show large standard errors as a consequence of small numbers of participants. Hence, the current results, notwithstanding the power of meta-analysis, need to be validated with much larger samples in future studies.

This paper suggests that greater comprehension and cloze performance among L1 students was found due to the teaching of IT compared to vocabulary training, with the reverse result for L2 English learners.

“Unlearning” is discussed as an additional perspective or supplemental strategy for managers/leaders to consider when addressing cynicism in organizations. The article is not intended to be definitive. The aim of this paper is to generate ideas and encourage further exploration amongst practitioners and scholars regarding the feasibility of this perspective. There are a number of plausible explanations for the origin of cynicism, including the notion that cynicism is learned. As anything that is learned can also be unlearned, “unlearning” seemed to be a compelling perspective worthy of further exploration.

A targeted literature review of cynicism (with a specific focus on some of the more salient and well-respected research) was utilized to develop a conceptual overview of cynicism, a discussion of key causes/antecedents of cynicism, and common symptoms of cynicism. Select literature was also reviewed relative to the concept of “unlearning”. These varied sources were then synthesized into a framework that outlined the premise of “unlearning” applied to cynicism in organizations.

This article focuses on the attitudinal dimension of cynicism, discussing “unlearning” as a possible method for addressing cynicism that can be used to supplement, but not necessarily replace, other methods that have proven effective.

Cynicism in organizations has received notable research attention. This article contributes to this important topic by exploring “unlearning” as a supplemental approach or perspective for addressing cynicism with the intent of generating ideas and encouraging further exploration of the feasibility of this approach.

Mergers and acquisitions are among the most intensely used strategic decisions. Yet research by both academics and consulting groups suggests that many mergers and acquisitions fail to add value. On the other hand there are many companies that successfully use mergers and acquisition to grow and add shareholder value. One such company is WPP. The aim of this paper is to explore why WPP has been successful in its acquisition strategy while so many other companies fail.

The paper draws on documentary evidence and a semi‐structured interview with Sir Martin Sorrell – Chief Executive and founder of WPP.

The case study offers a unique insight into thinking of a successful acquirer and sheds light on how mergers and acquisitions are managed by WPP. However, because of its design the findings are not generalisable.

This case study sheds light on how mergers and acquisitions can be used to create a £9 billion company from a standing start. Furthermore, very few case studies offer insight into the thinking of entrepreneurial Chief Executives who established the business, grew it to become the largest and most profitable marketing services company in the world and engineered close to 300 acquisitions.

This paper relates to the recent media attention with respect to same-sex issues is leading to a rise in same-sex sexual harassment cases. Given its complicated burden of proof under case law interpretations of the Civil Rights Act, it would be helpful to review current case law governing the issue.

This review was conducted at the appeals court level where the law is more settled. Over 40 relevant cases were identified and reviewed. Based on this review, guiding principles were derived for practitioners.

The law is complex, however, several principles can be gleaned: same-sex harassment is only actionable under four specific conditions: sexual overtures, general hostility toward a particular gender, unequal treatment of the sexes and sex-role stereotypes. For those cases meeting these requirements, unwanted physical contact of an intimate nature is considered severe and only requires a few occurrences to be hostile. For conduct that is verbal or visual, it is viewed as less serious and must be more frequent, pervasive and occur over an extended period, often six months or more to be ruled illegal.

There is little recent research on the issue. Administrators need direction on how to deal with these cases.

The purpose of this paper is to explore culture as the unit of analysis in comparative education in the context of technology-mediated learning known as digital game-based learning (DGBL).

Two digital games for Chinese language learning were purposefully designed and produced following existing studies in cross-cultural psychology, learning theories and second language acquisition. To corroborate the assumption that culture affects user’s preference of DGBL learning interface, the two newly developed instructional tools were evaluated with eastern and western learners to find out their perceptions and choices through direct observation, pre-/post-assessments and a group interview.

The evaluation indicates the validity of the key assumptions in the theoretical framework: eastern learners were fond of the type of digital game that involves social cues and situational factors, whereas, western learners preferred a simple design and goal-oriented learning game in which they had the power of control.

This paper suggests a theoretical and technical framework to design, and produce culturally sensitive DGBL learning tools. Extant studies on the relationship between culture and DGBL are usually on how digital games generate unique learning experiences and culture. Looking at the same phenomenon but in a reverse direction, this study reports on how learners’ culture determines their preferences in DGBL.

Following a report released by the UK Parliament’s Public Accounts Committee, multinational corporations like Starbucks, Google, and Amazon found themselves in a firestorm of criticism for not paying or paying minimal taxes after earning significant profits in the UK for the past three years. Allegations of tax evasion led to a serious crisis for Starbucks in the UK, which played out in a public forum via social media. The researchers explored whether Starbucks’ corporate ethics insulated its reputation from negative media coverage of alleged tax evasion evidenced in its “hijacked” social media “#spreadthecheer” campaign. The paper aims to discuss these issues.

Using an exploratory case study analysis of news articles, Starbucks’ annual reports, #spreadthecheer Tweets, and David Michelli’s The Starbucks Experience, data collection helped to inform the discussion of authenticity and whether it helped to insulate Starbucks’ reputation during its crisis in the UK.

Authenticity is key when organizations face a turbulent environment and active publics and stakeholder groups. Findings from this study also suggested proactive reputation management strategies and tactics, grounded in the organization’s corporate culture and transparency, could have diffused some of the uproar from its key publics.

Authentic corporate cultures should align with corporate business practices in order to reduce the potential for crises to occur. It is possible that ethical core values and a strong organizational approach to ethics help to insulate its reputation among publics during a crisis.

The purpose of this research paper is to describe quantitative methods that assist police administrators with evaluating current staffing and justifying to local governing bodies the size of the patrol workforce required to meet performance benchmarks.

A discrete-event simulation model is developed to analyze various staffing levels and alternative scheduling scenarios. Input distributions are based on computer-aided dispatch (CAD) data from an urban police department. The results can be used to estimate the size of the patrol force needed to meet performance objectives.

The simulation model produces an estimate of the number of officers required to staff the department in order to meet benchmark goals. The output also indicates when and where patrol officers need to be added and shows performance plateaus where staffing increases only marginally improve performance. Observations on the trade-offs between meeting budget (via staffing) and benchmark goals are also provided.

Assuming that the quality of CAD data is reliable, our model requires data for one year to generate the distributions needed for the simulation. The computation of staffing estimates requires a shift-relief factor, calculated by the department to account for times when officers cannot be scheduled.

This study suggests that the department should hire additional patrol officers or increase overtime hours in order to meet performance benchmarks.

In contrast to previous modeling approaches, our simulation does not rely on the assumption that the policing system is static or in a steady state.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.

The history of audio‐visual training packages over the last 21 years is examined. Little has changed with respect to subject matter or interactivity but there is now less government sponsorship and less industrial production of specialist educational films. Today′s scene is overwhelmingly commercial and there is much competition to exploit the growing training market.

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.