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A key challenge for cost-effective Intelligent Tutoring Systems (ITSs) is the ability to create generalizable domain, learner, and pedagogical models so they can be re-used many times over. Investment in this technology will be needed to succeed in developing ITSs for team training. The purpose of this chapter is to propose an instructional framework for guiding team ITS researchers in their development of these models for reuse. We establish a foundation for the framework with three propositions. First, we propose that understanding how teams develop is needed to establish a science-based foundation for modeling. Toward this end, we conduct a detailed exploration of the Kozlowski, Watola, Jensen, Kim, and Botero (2009) theory of team development and leadership, and describe a use case example to demonstrate how team training was developed for a specific stage in their model. Next, we propose that understanding measures of learning and performance will inform learner modeling requirements for each stage of team development. We describe measures developed for the use case and how they were used to understand teamwork skill development. We then discuss effective team training strategies and explain how they were implemented in the use case to understand their implications for pedagogical modeling. From this exploration, we describe a generic instructional framework recommending effective training strategies for each stage of team development. To inform the development of reusable models, we recommend selecting different team task domains and varying team size to begin researching commonalities and differences in the instructional framework.

Sunk costs are a key feature of extractive industries that profoundly shape regional economic development outcomes. In this chapter, we argue that sunk costs do so by influencing both the investment behavior of firms and the organization, as well as the performance, of extractive industries in ways that often deviate substantially from traditional neoclassical models of competitive markets with resource mobility. Sunk costs are defined, and the features that give rise to such costs are identified, followed by an analysis of the impacts of sunk costs on firms, regions, and economies. Sunk costs are shown to underlie two important phenomena associated with the economic experience of resource extraction – “Dutch Disease” and the “resource curse”. The chapter concludes with a discussion of the need for development policy to incorporate often overlooked sunk cost considerations into efforts to promote economic development in extractive economies.

This paper surveys the intellectual trajectory of the Polish political economist Włodzimierz Brus, who took up the arguments for use of the ‘price mechanism’ in socialism from the pre-War work of Oskar Lange. Brus advanced the idea that a ‘Law of Value’ applied under socialism, which would allow prices and appropriate material incentives to bring the socialist economy into equilibrium. Kalecki, however, opposed the use of cost-minimising incentives, and Brus never fully resolved the problem of how investment is to be guided in a decentralised way. A lively discussion of ‘market socialism’ did not survive the 1960s. In exile from 1972, Brus participated in China's post-Mao discussions on economic reform. But his interest in prices and markets under socialism ceased effectively with the fall of Communism at the end of the 1980s.

This study used dominance analysis to examine the relative importance of psychological versus pecuniary approaches to the development of employee ownership attitudes and behaviors. In a sample of 409 non-unionized employees from a commercial real estate firm, we found that perceptions of information and control (i.e., psychological ownership) had a much stronger impact on ownership-related outcomes than did voluntary investment in company stock (i.e., pecuniary ownership), as hypothesized. These findings are consistent with the predictions of the employee ownership literature, suggesting that ownership culture initiatives should be directed at increasing employees’ perceptions of information and control.

All that we know about the Chief Executive Officer (CEO) labour market in China comes from the studies of public listed companies and State-owned Enterprises (SOEs). This is the first attempt to examine the operation of the CEO labour market across all industrial sectors of the Chinese economy. We find that the influence of the State extends beyond SOEs into many privately owned firms. Government is often involved in CEO appointments in domestic firms and, when this is the case, the CEO has less job autonomy and is less likely to have pay linked to firm performance. Nevertheless, we find that incentive schemes are commonplace and include contracts linking CEO pay directly to firm performance, annual bonus schemes, the posting of performance bonds, and holding company stock. The elasticity of pay with respect to company performance is one or more in two-fifths of the cases where CEOs have performance contracts, suggesting many face high-powered incentives. We also show that State-owned and domestic privately owned firms are more likely than foreign-owned firms to use incentive contracts.

The underlying question to the investigation is “are supply chain performance indicators usage patterns related to specific strategic goals?” The paper aims to analyze whether specific supply chain performance metrics from the Balanced Scorecard are related to specific strategic goals among individual agribusiness companies.

A survey among 121 individual Brazilian agribusiness companies was undertaken. Each of them was asked to declare their respective strategic goal as well as point out which performance indicators they used from a list composed by 49 performance indicators divided into the four traditional perspectives of the Balanced Scorecard. Percentages were used to identify the use extent of these performance indicators and upper quartiles and estimated percentages were used to identify the groups of performance indicators for all strategic goal considered.

The groups of eligible performance indicators relating to Balanced Scorecard frameworks for specific strategic goals changes its composition significantly if upper quartiles or estimated percentages are applied. The results also suggest that the intensity of use of performance indicators from the learning and growth perspective changes significantly among groups of individual companies as they aim different strategic goals.

The research carried out in this paper is based on responses provided by senior managers regarding managerial practices, but it does present a new perspective about relations between strategic goals and usage patterns of supply chain performance indicators from the perspectives of the Balanced Scorecard.

The managerial implications arising from the findings suggest that supply chain performance metrics selection criteria should consider the characteristics of strategic goal.

There is little existing literature that addresses attention to the relations between strategic goals and the structure of Balanced Scorecard framework toward supply chain performance measurement and this paper aims to fill this gap.

This paper explores dividend announcements based on information hypothesis. We explore in particular whether or not information signaling theory existed in Taiwan. We also explore the free cash flow hypothesis. In order to eliminate affecting factors, we target companies with irregular dividends as research samples, just like those with specially designated dividends (SDD). We examine whether or not those proceeds may be deemed as future earnings prospection. In this paper we study mainly dividend announcements made during stockholder’s meetings of the companies listed in the Taiwan Stock Exchange (TSE) or R.O.C. Over-the-Counter Securities Exchange (ROSE). We apply event study as means of analyzing abnormal returns of the companies. In addition we use the GARCH model with traditional ordinary least square to estimate the market model. The results indicate that SDDs are considered positive signals by the national exchange, TSE. In addition, we also show that the first-time SDD does transmit a positive signal to the market regarding the firm’s future cash flow, and that the SDD of no payment in the previous three years is negative. Furthermore, we prove that low Q firms have greater market reaction than high Q firms in announcement period. The free cash flow hypothesis and firm size effects could not be verified in Taiwan.

While all global leaders aspire to build a winning global company – one that is competitive, profitable, and sustainable – the business strategies and organizational models they pursue vary substantially, depending on the external and internal business environments they face. In this article, we outline the journey of Acer's growth and transformation from the founding of the company in 1976 to the end of 2004. Throughout this period, the Acer Group had grown tremendously and been transformed radically to adapt to the changing competitive dynamics of the global PC industry. We describe the two major transformations in strategy and organization implemented by Acer's global leadership teams to maintain and enhance the global competitiveness of Acer Inc. in a turbulent industry where many players had disappeared in the last two decades.

Based on our reflections on Acer's journey, we also highlight five key roles that global leaders play in building the sustained competitiveness of their companies. We believe that leaders must (1) develop innovative business models to leverage global resources for profitable global growth; (2) be sensitive to external environmental trends and internal bottlenecks and act on them proactively; (3) communicate persuasively with key stakeholders to gain commitment to the change; (4) reverse the negative vicious cycle of low performance into a positive virtuous cycle of growth; (5) be positive and optimistic in the midst of adversity so that opportunities for turnaround and eventual growth can be found. In industries that are fast-changing and highly competitive, we believe that it is more imperative than ever for global leaders to demonstrate such leadership roles and capabilities in order to navigate their companies through the turbulent times.

This chapter investigates the evolution of cross-strait economic relations and Asian regional integration and its implications for future development in the region. Trade and investment in Asia is fundamentally market-driven, and cross-border FDI is the major driving force. This investment-induced trade explained the cross-strait economic relations and intensive trade in intra-industry and intra-regional trade in Asia. The rise of China in 1990s with the assistance of Taiwanese firms further accelerated the trend of integration by forming regional production networks. However, after 2000 institutional arrangement like bilateral or plural-lateral FTA emerged to normalize and institutionalize the de facto economic integration. RCEP and TPP have evolved as the two major platforms for Asian regional cooperation with two key players, China and the United States, on each side. We argue that in the long run the win-win solution that the two platforms will further merge into FTAAP, which benefits all participants including China and the United States. However, in the short run, based on its 50 years of developmental experience, Taiwan can play an important role to promote and consolidate Asian regional integration as a technology provider and resource coordinator for the region and a risk buffer for entering Chinese market. We thus propose a roadmap for Taiwan and China to jointly participate in regional integration process. In the intermediate run, Asian economies need to change the structure toward more regional-centered trade in final goods through domestic consumption market in order to reduce the dependence on Western markets and mitigate any loss may arise from external shocks.