Search results

The purpose of this paper is to discuss the major planning and implementation practices that should be followed in a short term international study trip (IST). The focus throughout is on how to utilize experiential learning to establish cultural competence.

The paper shows how to plan and manage an international MBA study trip to China using a specific case to illustrate the methods employed.

The use of a highly structured approach to an experiential learning exercise combined with a focus on key elements of cultural competencies creates a positive environment and leads to significant focused learning.

This paper fills three key gaps in the literature. First it uniquely focuses on the implementation of a conceptual framework that incorporates the types of cultural competency related learning that are to take place. Second, it illustrates how to design and implement an IST highlighting two key aspects of experiential learning: providing challenging experiences and encouraging reflection. Third, it focuses on a trip to China which, although one of the most popular destinations for business students, is lightly reviewed in the literature. This study fills a significant gap in the literature dealing with the management of short term study trips.

The most significant event for the School has been the announcement of the creation of the National Centre for Management Research and Development. The Centre is due to open in 1986 and will provide research facilities for up to 20 major projects designed to improve the competitiveness of Canadian business practices.

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.

This article has a very straightforward message: engendering loyalty among valuable employees is imperative.

The most widely used conceptualizations of organizing assume that organizational issues are known, and consequently, organizing targets on control and management. Traditional organizing focuses on planning for the known future with a small group of experts and for the most part neglects the experiential ambiguities of organizational stakeholders. That research stream neglects a topic of consciousness and if studied, it approaches consciousness mostly as an object. This chapter assumes that ambiguity holds many resources, which a storytelling approach – the quantum stream of it – accommodates. Furthermore, it indicates that consciousness can be included in the organization equation. It suggests understanding consciousness as an everyday process in organizations rather than a brain function only, and lets us to take consciousness seriously. This chapter draws on my dissertation about consciousness-based view of organizing. It claims that everyone working in organizations influences of the consciousness fields, which then become actors taking care of us in organizations unless we become aware of them. Consciousness provides momentous information for those interested in strategic leaps, accelerated innovations, and fosters sustainable and ethical ways of working and organizing.

The Supreme Court’s decision in Federal Trade Commission v. Actavis, Inc. is a challenge to conventional antitrust analysis. Conventional civil antitrust cases are decided by a preponderance of the evidence. This means that conduct challenged under the rule of reason is only condemned if the conduct resulted in more competitive harm in the actual world than a world without the alleged violation. Under conventional analysis, the intent of the parties also plays only a supporting role in determining whether the conduct was anticompetitive. A holder of a valid patent has a right to exclude others practicing the patented technology. And, the patent holder is not assumed to have market power because it expended resources in maintaining exclusionary rights. Actavis creates doubts about these propositions in circumstances beyond the “reverse” payment settlement of a patent suit that may have delayed an alleged infringer market entry. This chapter explores whether applying Actavis logic to antitrust litigation can result in condemnation of practices where there is little chance of an anticompetitive effect, where the patent holder likely has a valid and infringed patent, where there is little reason to believe that the patent holder has market power, and where only one party, or no parties, to an agreement have an anticompetitive intent. This chapter also investigates whether Actavis creates new problems with standing analysis, damages calculations, and the balancing of efficiencies against anticompetitive effects. Nevertheless, the lower courts have begun to extend the logic of Actavis. This is apparent in the condemnation of no-Authorized-generic settlements.

June 26, 1970 Master and Servant — Breach of statutory duty — Unfenced hatch on ship — Fall by workman — Workman negligent in entering unlighted compartment — Proper apportionment of liability where continuous breach of statutory duty by employer — Workman seriously injured — Differing “agreed” medical reports — Duty of judge to call for oral evidence.

This paper examines the depth, erudition, and rigor of contemporary research on knowledge management as a causal factor that influences the ultimate outcome of multinational corporation (MNC) expansion, bounded by the confines of information and communication technology (ICT) competences identified as behavioral, business, and technological. Through discussion highlighting the dominant knowledge management (KM) research themes within the milieu of the global firm, readers will gain definitive and practical insight into relevant topics that may be used to stimulate development of growth strategies for the firm.

Library Exemption added to Software Rental Bill in U.S. Senate. In last month's issue, I briefly mentioned the existence of U.S. Senate Bill 198, The Computer Soft‐ware Rental Amendments Act of 1989, introduced on January 25 by Sen. Orrin Hatch of Utah. This Bill proposed in its original language to restrict the ren‐tal, leasing, or lending of computer software. I am happy to report that the library community responded to this potential restriction on their right to lend materials in any form; an exemption for non‐profit libraries will be included in a new version of the Bill. I think that it is appropriate to examine this issue in more detail as it is of interest to all computer users in libraries.