Search results

Reviews the revolution in property finance, with evaluations and commentaries on the history of change, the modern ways of financing property and the consequences in the redistribution of risk and opportunity. Considers the changing relationships between property and finance and their effect on the distribution of risks and opportunities. Concludes that the globilization of finance capital and the development of innovative financial instruments in the 1980s have together changed the incidence of risk and return in the financing of property.

Australia has strong European traditions, rooted in its history of the past 200 years. On the other hand, Australia differs from many European countries in a number of important respects, including geography, population density and aspects of government economic policy. This paper uses data from the International Manufacturing Strategy Survey (1996‐98) to examine how these similarities and differences may have impacted on the manufacturing strategies adopted by firms in the two regions. Whilst Australian and European manufacturers seem similar in many respects, in that they are listening to their customers, adopting quality strategies and utilizing technology, there are important differences in the speed of adoption of some aspects of these approaches. In particular, European manufacturers introduced a number of manufacturing technologies earlier and are using them more extensively than their Australian counterparts, whilst health, environmental and safety activities seem to be more prominent among Australian firms.

The study suggests that the prominent driving force behind corporate social responsibility (CSR) is companies’ long‐term profitability, supported by company leadership and efficiency, competitiveness, and the ability to anticipate the future. The long evolution of Finnish companies since the 18th century has created fertile ground for responsibility. Despite the absence of significant moral or ethical guidance, the thinking of the participating companies was for the most part business‐oriented. The management and organization of CSR appeared to be professional and efficient. CSR was found to be optimal at the highest level of the organizations studied, and the commitment of the top management unquestionable. The present status of CSR seemed to exist more on the theoretical than the practical level. Implementation was seen as a major challenge for the future. The jungle of standards and measurement instruments is a serious problem. Communication was narrowly viewed and technical, and the prevailing paradigm was rather mechanistic.

States that four trends promise to dramatically change the university of the next century: globalization, virtualization, multiculturalism, and politicization, driven by economy and efficiency, technology, values and rights, and power and politics. The article explores the impact of these trends on the future of the university, presents possibilities for structural change, and offers probable scenarios for the future. The conclusions suggest that the Web and globalism may end the monopoly of the traditional university and paradoxically place the transformed university simultaneously at the center of society.

There is little doubt that the face of business has changed. Examples of changed international and global business arrangements are evidenced in the form of new licensing arrangements, a variety of joint ventures and new types of business consortium, and industry and international trade blocks. The proposed formation of the Asia‐Pacific Economic Community (APEC) in the Asia‐Pacific region, Asian/American Free Trade Agreement (AFTA), the reformation of the European Community as well as new alliances between the public and private sectors, new approaches to attracting capital, the integration of different arms of business as well as the satisfaction of individual career needs as a consequence of these changes all point to circumstances that demand attention to effective cross‐cultural management practice. In each of these the importance of cross‐cultural management as a significant area for research attention and practical application is evidenced.

Examines the role of leadership at managerial and senior executive level. Analyses research findings to show that managers want more visionary team‐based leadership from their chief executive officers, but there is a significant gap at present. Considers the historic leadership style and role model “command and control”, how senior executives still operate in variations of this role‐model, while middle to senior managers have become much more supportive as their own experience, role‐model and training has altered. Looks at how changes in the external business environment suggest that a more empathetic, visionary style of leadership is required. Concludes by highlighting how the senior executives of today need to recognize the need for and undertake training in visionary, team leadership to enable their managers to be more effective leaders in the future.

Attempts to trace the process of internationalization of production since the late nineteenth century, which has laid down the path and pattern of modern economic growth in the Third World. Industrial capitalism emerged historically in the UK with the Industrial Revolution, and was subsequently transplanted first to western Europe, North America, Australasia and Japan and then to the rest of the world. In this process, capitalism has released and developed the world’s productive forces. Today, it has achieved an unlimited capacity to produce, diversify, improve and exploit both human and natural resources. As a consequence, the world is becoming richer in capital accumulation and material goods but, paradoxically, poorer, with increasing human miseries and environmental deterioration. In a capitalist system of production, the latter is an inevitable consequence of the success achieved in the former.

The paper aims to report the research findings on the assets structure of medium‐sized building construction contracting firms in Nigeria and its implications on their operation.

The survey approach was adopted for the study. Two sets of data were collected: secondary source data from audited financial statements and primary source data using a structured questionnaire administered to management personnel of contracting firms. Descriptive statistical analysis and ratio analysis were employed for data analysis.

The results show that the assets structure of these firms comprise of fixed assets being less than half of the total assets, which imply that a greater portion of the total assets is current assets (held mainly as account receivables that sometimes may not be available within one year). There is generally a low investment in fixed assets from earnings over the years. The assets structure of these firms could impact on their ability to compete successfully on some project types especially where hiring options for plant and equipment are unavailable.

The research provides information on the assets structure of the medium‐sized building construction contractors in Nigeria. The study points to the need for adoption of a more proactive approach by building contractors in the face of a fluctuating workload.

This paper has the purpose of introducing the inaugural issue of the International Journal of Wine Business Research after the re‐launch from the International Journal of Wine Marketing including rationale, scope, goals, and objectives.

The paper provides a rationale for a journal such as IJWBR. It starts by outlining the global wine business as a complex and fruitful field to study, describes some streams of research, and identifies issues for future studies as potential further contributions to this journal.

There is a critical need for an outlet that provides an overview on current issues and topics in the wine business, promotes high quality research on all aspects related to managing wine and related businesses, and is accessible to both academics and the global wine trade.

This paper is essential for current and prospective readers of the journal and those who consider submitting to IJWBR.