Search results

This chapter provides a look at the experiences of two Teacher Educators in the Field (TEFs) as they work to shift writing instruction in suburban districts across the Houston metroplex. A review of the literature on most promising practices for literacy educators is provided along with narrative interspersion of restoried enactments of TEFs in public education systems serving students in grades 6–12. Our planned and lived experiences were often dissonant due to the complexity of increasingly diverse demographic populations in fast-growing districts who struggled to shift the focus of instruction in correlation to audience. Our stories present focused reflection on the need for additional supports geared toward teacher development, TEF retention, and consistent engagement from campus and district-level administrators.

AIMA intends to provide authors with timely reviews clearly indicating the acceptance status of their manuscripts. The results of initial reviews normally will be reported to authors within eight weeks from the date the manuscript is received. Once a manuscript is tentatively accepted, the prospects for publication are excellent. The author(s) will be accepted to work with the corresponding editor, who will act as a liaison between the author(s) and the reviewers to resolve areas of concern. To ensure publication, it is the author's responsibility to make necessary revisions in a timely and satisfactory manner.

This chapter examines the importance of stakeholder relationships to merger and acquisition (M&A) processes, using a case study of the AUD11 billion mega-merger in 2017 between Australian gaming groups Tabcorp and Tatts. The case study approach is adopted to consider the relevance of stakeholder management to the merger process from deal announcement to completion using documentary and semi-structured interview data. It is found that by managing critical stakeholder relationships through anticipating, pre-empting and negotiating potentially deal-breaking stakeholder conflicts, the merging parties ultimately won support for the deal from nearly all key stakeholders, thus ensuring its completion. The merger process both affected stakeholders and was in no small part affected by various stakeholder groups.

The chapter argues the need for a dynamic and dialectic understanding of how M&A processes relate to stakeholders. It offers deeper insight into how stakeholder theory can be used to enrich understanding of the broader economic, social and political implications of M&A, which enables researchers and practitioners to understand M&A outcomes for all stakeholders. The findings expand on the benefits of stakeholder analysis in relation to how stakeholders both affect and are affected by M&A processes, challenging the view that stakeholder relationships are unidirectional, static, or linear but evolve in complex patterns and along interconnected dimensions between and among stakeholder groups. This approach facilitates historical analysis, forward assessment, future planning and proactive responding, both for academics in devising theories and explanations, and for practitioners in considering, designing and implementing M&A strategies.