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This paper is a clinical examination of the October 2013 Management Buyout of Dell Inc. by founder Michael Dell and Silver Lake Partners for a total consideration of $13.88 per share. The proposed transaction was targeted by shareholders unhappy with the deal price and voting framework. Various shareholders went on to file an appraisal suit. Examining these events yields insights into shareholder rights issues in a major transaction.

The paper examines events surrounding the acquisition including the negotiation process, go-shop period, shareholder activist demands for a higher price, shareholder voting and the subsequent appraisal trial and appeal.

Despite suggesting Dell's board fulfilled its fiduciary duties, Delaware Vice Chancellor Travis Laster awarded petitioning shareholders $17.62 per share, a 27% premium to the final deal consideration. This article draws on Laster's decision and research examining topics raised by the surrounding events to argue minority shareholder interests were not sufficiently protected.

The Dell transaction represents only one data point. Moreover, Vice Chancellor Laster's decision was reversed on appeal.

Nevertheless, the paper discusses the nuances surrounding many issues of interest to practitioners involving large going private transactions. It could also be used to illustrate many “real world” perspectives in an advanced corporate finance or mergers and acquisitions class.

Dell has introduced a number of key initiatives which helped to increase employee morale and retention rates. Its UK HR director, Richard Lowther, explains how management buy‐in for diversity programs was vital for implementing a successful rollout of initiatives, and has empowered employees to manage their own workloads.

The purpose of this paper is to clarify the architecture of supply chain collaboration and to propose a design for supply chain collaboration (DfC), which enables participating members to create and develop key elements of the proposed architecture.

The paper offers a concept for designing the five elements of the architecture of supply chain collaboration, namely collaborative performance system, decision synchronisation, information sharing, incentive alignment, and innovative supply chain processes. A case study was carried out to illustrate the applicability of the framework.

DfC was confirmed using a case to evaluate a supply chain system in which the chain members concurrently designed the architecture of supply chain collaboration. The findings show that design for collaboration facilitates the chain members to have a broader view to develop and ensure an effective collaboration.

Secondary data were collected to describe the collaborative practice in the company. Future research is required to elicit primary data using interview or focus group representing key players of collaboration for the purpose of model enhancement and action research.

The concept of DfC can be used by the chain members in the discussion forum to (re)design appropriate settings of the five elements of the architecture that lead to better overall performance.

Previous research has indicated the emerging school of design for collaboration. However, current researchers pay little attention to integrating and revealing the interactions of key design elements that drive the effectiveness of the chain members to realise better performance. The paper, for the first time, offers a novel framework for understanding DfC.

Prima di approfondire i problemi relativi alio sviluppo dell'uomo nell'attività turistico‐alberghiera nonchè i principi di applicazione dell'educazione generale nel medesimo settore, sarà opportuno determinare che cosa si debba intendere per educazione in un senso moderno e valido per tutti i settori.

The purpose of this paper is to describe the principal human resource (HR) management policies at global computer giant Dell.

This paper focuses on performance management, recruitment, career development, employee development, remuneration and research and development.

The importance of the company’s Tell Dell survey, which gives employees the regular opportunity to comment on the performance of their managers has been highlighted.

This paper explains that this produces such high-quality information that it feeds directly into the company’s total-quality-management initiatives.

It has been revealed that Dell employees can recommend their family or friends for employment at the company.

A useful overview of HR management at Dell.

Asked about the day‐to‐day command of the giant Dell Inc. empire, entrepreneur and founder Michael S. Dell said of his close associate Kevin B. Rollins: “This company is much stronger when the two of us are doing it together – but if I get hit by a truck he’s the CEO. Everyone knows that.”

There are two purposes of this study. First, it aims to discuss some measures managers would take on the basis of an empirical case study – Dell's pricing mistakes on the web site – and find out the underlying motivation regarding consumers' attitude toward Dell. Second, there appears to be a fruitful opportunity to explore whether consumers' requests or different degrees of compensation will have any impact on organizational reputation (intangible assets).

The survey investigates consumers' attitude toward the Dell crisis case, including how and why it affected the reputation of the company. The main questionnaire survey was conducted after the Dell pricing mistakes. In total, 433 samples were found valid and kept for further examination. The study tests the proposed hypotheses by structural equation modeling (SEM).

By taking Dell's pricing mistake on the web site as an example, the study finds that managers sometimes opt for solutions unfavorable to the whole organization, in order to ensure self interest, including over quota coupons to reimburse consumers, which would be harmful to other stakeholders. Managers face not only consumers' interests but also other stakeholders' as well as corporate intangible assets. Also, consumers have different backgrounds and these characteristics will exercise influence on perceived crisis management.

Although the academic literature has given much attention to the internet issues or crisis management, little attention seems to have been paid to the crisis potential coming from the internet. The power of consumers may hugely increase in the internet age and make the crisis graver, because the internet changes the ability of external commentators to make their opinions widely known, and hurts the reputation of corporations more deeply. A major theoretical contribution of this study is comprehension and filling the gaps in the existing literature. Agency theory and stakeholders' view provides a logical explanation of how and why these things happened.

E' molto importante che in questo V° Congresso degli Esperti scientifici del turismo una sezione del lavoro sia dedicata all'insegnamento turistico perchè non v'è problema di carattere scientifico o sociale che possa ignorare la scuola, in quanto la scuola è l'unico organo che esprime ininterrottamente la forza vitale dei popoli: eterno organismo vivente, la scuola salva e afferma la continuità spirituale dei paesi, assorbendo ed equilibrando in essa lo spirito delle forme ideologiche e delle tecniche nuove imposte dai rivolgimenti e mutamenti perenni della società.

Tutti gl'interessati devono ammettere che l'Italia, nel campo dell'istruzione professionale turistica, ha compiuto, per anni, un lavoro d'avanguardia che le ha procurato l'ammirazione generale. Col perfezionamento del pre‐esistente Istituto Professionale per il Turismo, che già era organizzato e funzionava in modo esemplare, e con la sua trasformazione, quest'anno, ad un livello molto più elevato, nell'odierno Istituto Tecnico per il Turismo, l'Italia ha rafforzato, in modo imponente, la sua posizione di primato. Per questa ragione ci sembra opportuno fare un esame più approfon‐dito della questione dell'insegnamento turistico da un punto di vista internazionale.

As the personal computer marketplace becomes increasingly competitive and PCs become more of a commodity, computer companies are finding that creating innovative technology alone is no longer enough to succeed. Companies must be viewed as value leaders that are customer‐driven instead of technology‐driven. Customers expect and demand more for their money, which means vendors must not only offer low prices, but also efficient delivery, personalized products and services, and responsive customer support.