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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000000615. When citing the article, please cite: Bob Armstrong, Jim Everett, (1990), “Research Note: Book/Software Review: SPSS for Teaching Statistics in Marketing”, European Journal of Marketing, Vol. 24 Iss: 8, pp. 46 - 51.
Teaching statistics to marketingstudents has always been a difficult andthankless task. It is often difficult tofind an acceptable statistical softwarepackage that does…
Teaching statistics to marketing students has always been a difficult and thankless task. It is often difficult to find an acceptable statistical software package that does not require a prerequisite unit in computer systems and research methodology to provide students with the rudiments of marketing research technique. Various SPSS statistical packages for use in teaching Marketing Research are compared, and it was determined that the SPSS‐Studentware package offers the necessary statistical procedures and an excellent manual/text for the undergraduate marketing research student. Such variables as price, readability of the manual, statistical procedures and features of other manuals were compared.
Discusses the complexities of singling out a specific group, such as Aboriginal peoples, to provide library services for, by using Northern Territory University Library as…
Discusses the complexities of singling out a specific group, such as Aboriginal peoples, to provide library services for, by using Northern Territory University Library as an example. Also discusses the need to re‐evaluate the criteria for the selection of materials, by taking into account value systems of other cultures and other ways of thinking. Takes a brief look at identity as a social construction and concludes that, while racial oppression exists, there will be a need to use categories such as Aboriginality.
In early 2014, the family leadership of Bush Brothers & Company, a leading player in canned vegetables (its Bush's Best line dominated the canned-beans market), faced…
In early 2014, the family leadership of Bush Brothers & Company, a leading player in canned vegetables (its Bush's Best line dominated the canned-beans market), faced questions about the family's vision for the future in light of an imminent leadership transition: third-generation member, longtime board chair, and, until recently, CEO Jim Ethier planned to leave his role as early as 2015. The family was into its sixth generation, with nearly sixty family shareholders spread across four branches. On the business side, the first non-family CEO was overseeing development of a growth strategy, including ongoing ventures into competitive new markets such as Hispanic foods. Its fourth-generation leaders including Drew Everett (vice president of human resources and shareholder relations, and likely board chair successor), Sarah (chair of the family senate), and Tony (chair of the family's private trust company) faced questions about whom to involve in developing a future vision, how to formulate the vision effectively, and what vision would best serve business and family interests. These questions represented underlying strategic dilemmas, such as whether to have a select group of leaders craft the vision or to solicit input from a wider range of shareholders, and how much to allow the business vision to drive the ‘people’ vision all framed by recent unsuccessful attempts to develop a shared vision. Resolving these dilemmas successfully would help the family frame and advance its established traditions of leadership, governance, and culture within a truly shared vision that boosted unity and long-term commitment. Students working on the case will gain insights into the framework, process, and challenges associated with developing a shared vision for a complex, multigeneration family enterprise.
Over the past few years many workers have lived through buyouts, mergers, acquisitions, upsizings, and downsizings as well as many other changes in the workplace. However…
Over the past few years many workers have lived through buyouts, mergers, acquisitions, upsizings, and downsizings as well as many other changes in the workplace. However, witnessing and feeling the effects of such changes does not guarantee that employees will automatically comprehend the changes. Understanding changes in the workplace requires that employees grasp basic concepts related to the nature of change in human systems. Therefore, this paper presents a short case study of one company struggling through some troubling changes. The reader is asked to look at the changes in terms of ten concepts related to planned change. It is recommended that the case and related questions be discussed in small groups. This will enable various perspectives on the case to be discussed and appreciated. The groups should include a mix of employees, supervisors, and managers.
This article describes several lessons learned during my career. Some describe ways of approaching intellectual issues and others express values and attitudes underlying these approaches. Although the lessons have evolved in a largely academic context, they seem equally appropriate in the world of practice. The personal rules of thumb and ideas inherent in these lessons are typically developed and practiced implicitly. However, readers should find these explicit statements relevant in different ways. Some lessons might be candidates for adoption outright. Others might be constructive points of departure for evolving a related lesson better suited to one's own working style. All lessons, whether or not they are agreeable or appropriate, can serve as thought starters by challenging readers to surface their own implicit career lessons for comparison.
The purpose of this paper is to reflect a critical perspective drawing from phenomenology, especially informed by a reading of Heidegger, to enhance and extend…
The purpose of this paper is to reflect a critical perspective drawing from phenomenology, especially informed by a reading of Heidegger, to enhance and extend appreciation of the need to question accounting’s meaning or delineation and how research might be undertaken into the accounting phenomenon and related areas.
To illustrate and clarify argumentation in terms of accounting mobilization and the domain of accounting research, the mainstream and strongly positivistic accounting perspective adopted in the USA is critically assessed. At the same time, the authors elaborate how much of interpretive research (including much of that labeled critical) is also lacking in terms of the perspective articulated here.
The paper stresses the case for questioning the taken-for-granted and conventional. It promotes reflexivity, cautious pragmatism, attentiveness to the value of the existing, responsibility to difference and otherness and openness to new possibilities as part of a deeper critical orientation.
The paper draws from phenomenology, especially in Heideggerian terms to open-up new conversational domain to debate accounting.