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To provide a template for creating shareholder value through successful mergers and acquisitions (M&A) practices.

Taking as an example the merger between Ameritrade Holding Corporation and Datek Online Holdings Corp. in 2002, this paper provides a template for clearly and transparently communicating with shareholders and potential shareholders the value creation so the company can get credit for its M&A success in its stock price.

Outlining a template can create consistency, discipline and transparency around the creation of shareholder value during M&As.

Other publications have documented reasons why M&As fail including: companies overpaying, the integration failing to overcome cultural conflicts, poor integration processes being used, resource constraints, etc. This article doesn't cover that. This article walks through a simple template for companies to follow when measuring shareholder value creation from a M&A.

It is more than just the fact that most M&As fail to realize the promised value. To be successful, deal makers must have a simple, transparent and disciplined approach to measuring the shareholder value creation. This paper offers guidelines for this approach.

November 2004 saw the annual gathering of over 200 Chief Financial Officers as Marcus Evans held its 9th CFO summit in Scottsdale, Arizona.

This chapter examines the underpinnings of collective resistance in a nonunion factory. I begin by acknowledging the important contribution made by Randy Hodson and others who have uncovered key material structural underpinnings of collective resistance in workplaces. Such an approach, however, leaves large unanswered questions about collective agency. I argue that a focus upon the potential links between lived culture and collective resistance can bring us closer to an understanding of collective agency. To this end, I present key findings of an ethnographic study of culture and resistance at window-blinds factory. I outline the informal collective resistance enacted by the workers in the factory and offer an analysis of the structural factors underpinning the considerable resistance at this factory. The second half of the chapter is dedicated to outlining the everyday Stayin’ Alive culture on the shopfloor and to analyzing the dotted lines that led from this culture to the collective resistance.

Scholarship on reputation in and of organizations has been going on for decades, and it always has separated along level of analysis issues, whereby the separate literatures on individual, group/team/unit, and organization reputation fail to acknowledge each other. This sends the implicit message that reputation is a fundamentally different phenomenon at the three different levels of analysis. We tested the validity of this implicit assumption by conducting a multilevel review of the reputation literature, and drawing conclusions about the “level-specific” or “level-generic” nature of the reputation construct. The review results permitted the conclusion that reputation phenomena are essentially the same at all levels of analysis. Based on this, we frame a future agenda for theory and research on reputation.

Online learning in higher education has, until most recently, been delivered primarily through learning management systems (LMS) such as BlackBoard, Moodle, and others. However, responding to budgetary concerns and burgeoning enrollments, delivery of online learning via multiple open source (free) formats, is quickly becoming an attractive and inexpensive option for online distance and learning programs. Multi-user virtual environments, or MUVEs, are one such option that provides an interactive and socially rich learning experience for learners. In this chapter, the authors propose a dually fused pedagogical framework that has the potential to provide both asynchronous and synchronous online learning activities the elicit critical thinking skills and that further align with additional skills twenty-first century learners and instructors need to compete in today's global society.

Through an analysis of texts and interviews with sanctuary providers from sanctuary incidents in Canada, this paper first details how sanctuary is made possible by pastoral and non-state sovereign powers. It then argues at least three stories of law are instantiated in sanctuary discourse. Law is at times arbitrary and unpredictable. In other instances, a ‘higher’ law authorizes sanctuary. Law is also a broader game in which lawyers are relied upon and sanctuary becomes a tactic to ‘win’. These legal narratives work together to constitute sanctuary and are instantiations of pastoral and sovereign powers at the level of the subject.

In recent years, scholars have engaged in an especially sharp debate about the structural and ideological arrangements on which business organizations rely in their effort to control the workers they employ. A key issue is the degree to which workers have retained the ability to resist such controls. In this chapter, I develop a critical analysis of the scholarly debate over domination and resistance at work, in an effort to clarify the tasks facing this field. My argument hinges on three major points. First, I argue that scholars have approached the control/resistance binary largely as a class relationship, thereby neglecting intersecting inequalities such as race, gender, and sexuality, which inevitably complicate or over-determine the forms that worker resistance assumes. Second, I argue that scholars have increasingly fixated on symbolic or discursive influences, privileging them at the expense of the material or structural conditions that shape managerial control and resistance to it. Third, I contend that much of the literature has failed to acknowledge the duality of managerial control – that is, its tendency not only to limit but also to enable resistance from below. These problems, taken together, explain why the debate has so often seemed to pursue a circuitous path, as if it were chasing its own tail. The chapter concludes by discussing the conditions that resistance presupposes, and by speculating about the emergence of novel forms of resistance that might be well suited to an age of flexible accumulation.

As our correspondent on another page suggests, the economic crisis may have reactions upon libraries. The most obvious one he mentions is the increased difficulty we shall experience in obtaining American books. Not all libraries, public or private, make any special collection of books published in the United States, although there has been an increasing tendency to buy more as the relations of the two countries have grown closer through their common struggle; in fact, we know libraries which have spent many hundreds of pounds in the course of the past year or two on the select lists of books which have been made for us by American librarians. It is most unfortunate that the manipulation of dollar currency should have brought about a situation in which even the exchange of ideas between the countries becomes more difficult. One suggestion might be made and that is that our American colleagues should continue to sift the literature of this time of famine for us, so that further select lists may be available in better days.

Why should businesses invest in the arts? Why ‘sing for your supper’ when you can earn much more by coding? In an era when artificial intelligence (AI) is forecast to eliminate millions of jobs, many educators and policy-makers advocate scientific, technology, engineering and mathematics (STEM) education as the solution to future unemployment. They envision a workforce of diligent coders who automate everything, including their own jobs. While useful for finding tech jobs today, this myopic approach ignores the coming ‘Cambrian explosion’ of content and services that are being catalysed by exponential technologies. In Silicon Valley, virtual reality (VR) and augmented reality are already being applied to surgery, warehousing, retailing, architecture, construction, cars, therapy and concerts. Top VR managers and developers come from the social sciences and humanities, which provide the analytical and social skills for understanding customers and identifying new use cases and business models. STEM alone cannot answer the complex ethical and policy issues facing businesses: companies need employees with ‘soft skills’ who can integrate STEM with the arts (STEAM). In Silicon Valley today, the most challenging jobs are going to people who can offer practical answers to bottom-line questions about the value of social, cultural and artistic soft skills. What is the value of the arts for business growth? What can businesses learn from the creative industries? How can return on investment in the arts be measured? How will STEAM and exponential technologies enable new business models? How can STEAM education prepare people for the AI era?