Businessmen are ahead of politicians in meeting the challenge of1992 and management schools have a pivotal role to play. Many fields ofbusiness including electronics…
Businessmen are ahead of politicians in meeting the challenge of 1992 and management schools have a pivotal role to play. Many fields of business including electronics, insurance, air transport and telecommunications are impatient to break the administrative shackles which currently circumscribe their activities and which the Single Market will help to remove.
Ann Taylor was founded in 1954, and its classic black dress and woman's power suit were staples for years. In 1995 Ann Taylor LOFT was launched to appeal to a more casual…
Ann Taylor was founded in 1954, and its classic black dress and woman's power suit were staples for years. In 1995 Ann Taylor LOFT was launched to appeal to a more casual, costconscious consumer. Under Kay Krill's leadership, the division began to outperform the original flagship. When Krill was promoted to President/CEO of Ann Taylor Stores Corporation in 2005, she was challenged with rebuilding the Ann Taylor brand - (i.e., meeting the “wardrobing needs of the updated classic consumer”) while maintaining the image and market share of LOFT. By mid-2008, an additional problem appeared: the macroeconomic climate was posing considerable uncertainty, especially for retail businesses. Krill was firmly committed to long-term growth. However, given the 2008 situation, what could she do to unleash what she believed was the firm's “significant untapped potential”?
The objective of this paper is to give an overview of various reliability concepts that have been developed in the last decades. The paper first summarises various…
The objective of this paper is to give an overview of various reliability concepts that have been developed in the last decades. The paper first summarises various indicators that have been developed in order to measure the reliability of a network and then looks at techniques to calculate these indicators. The usefulness and limitations of the different indicators is discussed. The paper suggests that there is no single perfect indicator but that the choice of indicator and technique depends on several factors, including the viewpoint of the analyst and the type and range of interventions being considered. In order to assess the impact of incidents the authors propose to distinguish between three types of intervention, namely “benevolent”, “neutral” or random, and “malevolent”. Also discussed is why the provision of up-to-date information to the traveller has a central role to play when trying to minimise the impact of an incident.
In his introduction to Golspie: Contributions to its Folklore, Nicholson tells how he and his wife and three daughters first went there during the summer of 1891 when, crowded out of Nairn and seeking shores “for the feet of the paddler or the spade of the digger”, they found there “all that we craved”. His book is a charming medley of children's games, ghost stories, customs and superstitions, weather beliefs and archæology—with special emphasis on Pictish inscriptions. It was printed by the Oxford University Press and published by David Nutt in dark green cloth. A Highland scene and four happy little girls playing the local ring game of Hilli Ballu—over one fine of its air—are gold stamped on the front board; the locally significant wild cat's head decorates the spine and there is an outline map of Sutherland on the back. The whole book is obviously the work of a man of wide human sympathies, insatiable curiosity, untiring perseverance and an immense affection for children. Are there better basic qualities for a librarian? Golspie is equally obviously the work of a dogmatic man who takes himself and his thoughts and activities very seriously, and who displays few signs of a sense of humour. But then these basic qualities have manifested themselves in other librarians also. Who was this E. W. B. Nicholson and what did he do?
Rising operational costs and software sustainment concerns have driven the Air Force to move to newer technology to ensure that the Air Force Standard Base Supply System…
Rising operational costs and software sustainment concerns have driven the Air Force to move to newer technology to ensure that the Air Force Standard Base Supply System (SBSS) can continue to provide affordable and sustainable mission support in the years to come. This paper aims to summarize the successful software modernization effort the Air Force undertook to achieve that objective.
The paper describes the preliminary system updates that were required to isolate the SBSS software from all internal and external system and user interfaces in preparation for the subsequent successful code roll effort. Once the legacy SBSS component was fully isolated, the SBSS software modernization objective was achieved via a “code roll” conversion of the SBSS software from legacy COBOL to Java code, and movement of the integrated logistics system-supply application from a proprietary information technology (IT) platform to an open IT operating environment.
The SBSS system modernization yielded immediate and significant IT operational cost reductions and provided an important foundation for achieving Air Force logistics system consolidation and cloud computing objectives going forward.
The SBSS modernization experience should be useful in assisting similar data system software modernization efforts.
The purpose of this paper is to examine the relationship of CEO compensation plans and the risk of managerial equity portfolios with the extent of strategic investments in…
The purpose of this paper is to examine the relationship of CEO compensation plans and the risk of managerial equity portfolios with the extent of strategic investments in advertising, capital expenditures and research and development (R&D). The elements of compensation are salary, bonuses, options and restricted stock grants. The authors proxy the design of CEO equity portfolios by the price performance sensitivity of the holdings and the portfolio deltas.
The authors use the components of executive compensation and portfolio risk as the dependent variables, regressing these against measures for the level of strategic investment. The authors test for non-linear relationships between the components of CEO compensation and strategic investments. The sample is a broad cross-section from 1992 to 2016.
The authors find strong support for non-linear relationships of capital expenditures and R&D with CEO bonuses, option grants and restricted stock grants. There are very complex relationships between the components of executive compensation and R&D expenditures, but little evidence of a relationship with advertising expenditures. The authors also find strong complex relationships in the design of CEO equity portfolios with advertising and R&D.
Little earlier research has considered advertising, capital expenditures and R&D in a unified framework. Also, testing for non-linear associations provides much greater insight into the relationship between the components of executive compensation and strategic investment. The findings represent a valuable incremental contribution to the executive compensation literature. The results also have normative policy implications for compensation committees’ design of optimal annual CEO compensation packages to incentivize or discourage particular strategic investment behavior.
Are you taking advantage of all the ways e‐commerce is transforming four key business processes—product development, manufacturing, supply chain management, and customer service?
Ethics of governance deficiencies including weak management of the principal-agent problem by the board of directors and conflict over the strategic intent of the…
Ethics of governance deficiencies including weak management of the principal-agent problem by the board of directors and conflict over the strategic intent of the organisation between groups of employees such as the board of directors, top management team, and the middle-line managers working in small teams are age old problems for stock exchange listed companies. These matters continue to cause shareholders of listed companies much concern, creating tense annual general meetings and robust community debate on how to reign in blatant moments of managerial hegemony (or dominance) with agents exploiting principals, at times at great financial cost to long suffering shareholders. The role of the chairperson and the board applying agency theory is to manage these conflicts on behalf of the shareholders; however, in many instances, company directors have failed in their duties and investors have been aggrieved – the result, war in organisations. The challenge for organisations is to avoid this source of tension and war caused by emergence of managerial hegemony over the organisation and to promote sound executive stewardship and effective social exchange among the board, executive team, and middle-line managers. These challenges are discussed and solutions are developed. The importance of strategic intent as a unifying rhetorical message as a key component of an ethics of governance regime that keeps the peace and prevents war in the organisation is explained.