Describes the career transfer and development system at UPS, showing incentives and policies that move managers across countries and functions, and how this movement develops high quality general managers.
To demonstrate the way in which a cross-functional, cross-cultural career transfer program can break down silo and national barriers and achieve cost effective integration.
Are hedge funds heroes or villains? Management of Blockbuster, Time Warner, Six Flags, Knight-Ridder, and Bally Total Fitness might prefer the “villain” appellation, but…
Are hedge funds heroes or villains? Management of Blockbuster, Time Warner, Six Flags, Knight-Ridder, and Bally Total Fitness might prefer the “villain” appellation, but Enron, WorldCom, Tyco, and HealthSouth shareholders might view management as the real villains and hedge funds as vehicles to oust incompetent corporate managers before they run companies into the ground or steal them through fraudulent transactions. Could the pressure exerted by activist hedge funds on targeted companies result in increased share prices, management accountability, and better communication with shareholders? Or does it distract management from its primary goal of enhancing long-term shareholder value?
To determine the benefits and disadvantages of activist hedge fund activity from the perspective of corporate management and shareholders; to examine if a hedge fund's suggested corporate restructuring could create greater shareholder value; and to explain the changing roles and perspectives of hedge funds.
Describes how UPS created UPS Supply Chain Solutions, an entirely new business, with carefully selected target market segments for which unique and extensive value offerings were designed. To build this business UPS made numerous acquisitions and successfully resolved post-acquisition integration challenges in compensation, information systems, personnel policies, and organizational culture.
For libraries with limited resources, digital preservation can seem like a daunting responsibility. Forming partnerships can help build collective knowledge and maximize…
For libraries with limited resources, digital preservation can seem like a daunting responsibility. Forming partnerships can help build collective knowledge and maximize combined resources to achieve digital preservation goals. This paper aims to provide guidance to help libraries with limited resources achieve digital preservation goals by forming partnerships to build collective knowledge and maximize combined resources.
In 2015, librarians from four Montana institutions formed the Digital Preservation Working Group (DPWG), a collaboration to increase digital preservation efforts statewide. The group’s immediate goals were to promote digital preservation best-practices at each individual institution, and to learn about and support each other’s work. The group’s long-term goal was to implement a shared digital preservation service that would fill gaps in existing digital preservation efforts.
Beyond the cost savings gained by sharing a digital preservation service, the members of DPWG benefitted from shared knowledge and expertise gained during the partnership. The group also functioned as a sounding board as each institution built its digital preservation program, and it became a system of support when challenges arose.
This paper proposes a five-point plan for creating digital preservation partnerships: cultivate a foundation of knowledge and identify a shared vision; assess the current digital preservation landscape at each institution; advocate for the value of digital preservation activities; implement shared digital preservation services; and sustain group activities and establish structures for ongoing support.
The activities of DPWG provide a model for institutions seeking to collaborate to meet digital preservation challenges. This paper shows that by implementing a structured plan, institutions can build and sustain digital preservation partnerships, thus positioning themselves to achieve digital preservation success.
The Pareto optimum is usually described as a production or an exchange situation, or some combination, where no further improvement can be made to the position of one…
The Pareto optimum is usually described as a production or an exchange situation, or some combination, where no further improvement can be made to the position of one participant without harming that of another, and movements toward it are termed “efficient”. Perhaps most economists take the opening premise, that good is what the individual wants, in guarded fashion and view the technical demonstration of improvements in exchange and production situations as curious devices which nevertheless offer people with different philosophies of the good a rigorous method for agreeing on what is better. Now, it is my purpose in this article to argue that the substance and techniques of Pareto‐type reasoning cannot be reconciled with social as opposed to individualistic thought; and to sustain this view I shall (i) recall the substance of Pareto's argument (ii) outline several key objections to it (iii) examine the meaning of “social”, and (iv) criticise versions of altruism offered by Hockman and Rodgers and Becker.
There is currently a shortage of academic librarians in the United States. This shortage is affecting staffing levels at libraries and making it increasingly difficult to fill positions. Pollock (2002) reported that libraries across the nation are facing the same dilemma, “how to fill the growing number of vacancies in the ranks of professional librarians” (p. 94). There are several explanations for this trend. There is a phenomenon known as the graying of the profession. A large number of academic librarians are nearing retirement age and new librarians will be needed to replace them. Crosby (2001) stated that “many experienced librarians are expected to retire, switch occupations, or leave the occupation permanently for other reasons. This will create about 39,000 job openings for new librarians between 1998 and 2008” (p. 9). Wilder (2000) reported, “In demographic terms, librarianship in North America is a profession apart. Librarians are, as a group, substantially older than those in comparable professions, and they are aging at a much faster rate” (para. 1). Lynch (2002) reported that over 20% of the librarians currently employed in the United States will reach age 65 by 2014.
When FECS spins out of human intervention and regulatory control, then it can easily harm and constrain the markets as it happened on Black Friday of October 1929…
When FECS spins out of human intervention and regulatory control, then it can easily harm and constrain the markets as it happened on Black Friday of October 1929, resulting in the Great Depression, and the September–October 2008 Financial Crisis, when some 17 mega global investment banks ran out of control and lost close to trillion US dollars in market capitalization. This chapter defines, analyzes, classifies, and morally assesses occupational and corporate fraud, corruption and money-laundering, and their other evil forms. When we allow our choices to be driven by passion, choosing thereby to ignore or fail to investigate outcomes, the results are too often flawed and unintended, as the cases of Lehman Brothers, AIG, Freddie Mac, and Fannie May that collapsed around September–October 2008 would attest. While we should condemn abuses within the FECS, one can also seek to understand the origins and originating systems of fraud, corruption, and various forms of deceptions and chicanery, and search for remedial strategies for eradicating these ills of FECS. Several contemporary market cases of fraud, corruption, and bribery will be identified to illustrate the contents of this chapter.