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In mid-2013, the Lee family, which owned the Hong Kong based food and health product giant Lee Kum Kee (LKK), struggled with how best to increase involvement of the fifth generation (G5), the children of the company's current fourth-generation (G4) senior executives and governance leaders. Only two of the fourteen G5 members had joined the company, and few had expressed interest in further involvement, including in the multiple learning and development programs the business offered, such as a mentoring program. Many of the G5 cousins had expressed little interest in business careers in general, and none of them currently was serving as an LKK intern. G4 members observed that their children were busy with family obligations, hobbies, and emerging careers outside the business. G5's lack of interest in business and governance roles was part of a growing pattern of low family engagement in general, exhibited by the cancellation of recent family retreats (once an annual tradition) because of apathy and some underlying conflict. A history of splits among past generations of the Lee family regarding business leadership made the engagement issue even more meaningful and critical.

Students will consider the challenge from the point of view of G4 family members David Lee, chairman of the family's Family Office, and his sister, Elizabeth Mok, who ran the Family Learning and Development Center. They and their three siblings saw engaging the next generation as a top priority, one related to key concepts including family-business continuity, generational engagement and empowerment, succession, emotional ownership, and intrinsic/extrinsic motivation.

To provide students and academia with an opportunity to gain an understanding of recent trends and issues regarding the application service providers (ASP) market.

A range of recently published (1999‐2003) works, which provide practical issues, is reviewed to explore the existing pricing models, selecting an ASP and risk/rewards associated with ASPs.

Provides guidance to businesses in selecting an ASP in terms of key questions to be asked and discusses the importance of selecting reliable ASPs. It also recognizes key areas academia should emphasize in teaching students outsourcing of IT.

It is not an extensive study of the issues and trends of ASPs. The paper does not review in detail the impact of outsourcing on organizational participants, which perhaps limits its usefulness in a complex business world.

A very useful source of information for businesses making outsourcing decisions. The paper provides impartial advice for students and academia and for those who want to conduct research on outsourcing evaluation.

This paper provides important insights on recent trends and issues of ASPs, especially in evaluating the performance of ASPs.

Generation Y motivated by alternative benefit options, High sales figures boost employee motivation programs, HR function changes create career development issues.

A PUBLICATION which is an event of much importance is the list of books suitable for British Public Libraries which, under the title Interpreting the United States, has just been issued from the National Central Library. Our readers will no doubt have received copies of it by this time, because the obvious intention of the Ministry of Information, which fathers it and the Carnegie Trustees who paid for it, is that it should have definite beneficial influence in all parts of these islands. The actual choice of books has been made for “the light their authors cast on the history, institutions and foibles that seem peculiarly American,” by the A.L.A. using a group of representative librarians whose choice has been submitted to some twenty literary critics and professors and to the comment of some European refugees now in the United States. A feature of the list is that arrangements have been made to overcome the great difficulty the shipping position imposes on the importing of American books. The books can actually be obtained, some from the National Central Library and the others from English booksellers. It therefore becomes possible for any library to acquire the reasonably authentic collection, long desired, of books that are really representative of the great other half of the English‐speaking family. Among the six hundred books are, fortunately, many which are already on the shelves of any well‐selected library. Books of all prices are included, among them some rather expensive ones, but the average cost per volume is about twelve shillings. Of the importance of bringing the truth about America to our people no librarian needs to be persuaded and we are sure that the welcome we extend to this list will be echoed everywhere.

The 1896 presidential election between William Jennings Bryan and William McKinley has new salience in the wake of the 2016 presidential contest. We provide the first systematic analysis of presidential voting in 1896, combining county-level returns with economic, financial, and demographic data. We show that Bryan did well where interest rates were high, railroad penetration was low, and crop prices had declined. We show that further declines in crop prices or increases in interest rates would have been enough to tip the Electoral College in Bryan’s favor. But to change the outcome, the additional changes would have had to be large.

The purpose of this paper is to examine the hypothesis that a period of sustained supernormal firm performance (for up to five years before fraud commission) creates financial pressure on actors/agents so they have a propensity to behave fraudulently to keep the good times (apparently) rolling.

Applying the Fama and French (1993) three-factor model using a range of calendar time portfolio methodologies, the authors measure abnormal drifts in stock performance in periods up to five years before alleged fraud commission dates. The authors examine a sample of 561 US firms subject to enforcement actions initiated by the Securities and Exchange Commission (SEC) and the Department of Justice (DOJ) over 1968-2009.

The authors find that sustained firm-specific positive stock price performance for up to five years followed by the almost inevitable adverse shock, which eventually brings the good times to an end, generally precedes corporate fraud. Fraud occurs when firm managers engage in misconduct in a misguided attempt to keep the good times (apparently) rolling despite the negative shock.

The sample is restricted to firms with trading histories on the stock market prior to the misconduct, and to firms contained in the Federal Securities Regulation database of US firms subject to enforcement actions initiated by the SEC and the DOJ over 1968-2009.

The desire to keep the good times rolling appears to be a very important driver of fraudulent behavior, even after controlling for the executive compensation incentive effects and business cycle effects emphasized in prior studies. The robust findings of positive abnormal returns for up to five years preceding initial fraud commission suggest that regulators and investors would be well-advised to scrutinize the behavior of firms that exhibit surprisingly persistent superior performance over an extended period. If the financial results appear too good to be true, a closer examination might just reveal that they indeed are.

While most investors generally like to see the “good times keep rolling” this pressure can create ethical dilemmas for managers.

Unlike most other papers in this area of the literature, which concentrate on the pre-fraud disclosure, the authors investigate the firm’s performance in the pre-fraud commission period. The authors find that the commission of the alleged fraud is preceded by a sustained period of surprisingly good performance of up to five years in length. The authors believe that the paper provides empirical evidence that supports the hypothesis that a period of sustained supernormal firm performance (for up to five years before fraud commission) creates financial pressure on actors/agents so they have a propensity to behave fraudulently to keep the good times (apparently) rolling.

The purpose of this paper is to provide a valuable perspective on leadership within the police force.

In this interview, Adrian Lee talks candidly with Sue Howard and Jonathan Smith about the current challenges facing police and public sector leadership.

Chief constable Adrian Lee's studies of theology, philosophy and law prior to him joining the police service have shaped and formed his sense of vocation and the values that are now central to many of the fundamental issues of leadership that the police service have to consider.

This paper provides the valuable perspective of a chief constable on the challenges facing leaders in the police force, and applies this to the public sector more generally. Chief Constable Adrian Lee believes that vision, values and vocation are essential elements for effective policing in the twenty‐first century.