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Resource allocation is a problem common to all levels and types of administrative positions. Existing resources are expanded (allocated) both to perform an organizational task and to acquire additional resources. If the leader successfully expends available resources to acquire still more resources in terms of people, materials and space, then a subsequent and equally important task is the allocation of these acquisitions to the various sectors of the organization. It is through the judicious distribution of essential resources to achieve acquisition of still more, in the one instance, and to the furthering of organizational aims in the other that the leader attempts to move the organization towards goals. His accountability as leader is fixed in how efficiently and effectively resources are deployed in the goal attainment efforts.

This paper describes managed care, competition and high health care costs and reductions in funding as the major market forces that affect US academic health centers. As academic health centers continue to preserve their missions of providing patient care, educating and training health professionals and conducting research, they are negatively impacted by these market changes, thus, resulting in increased expenses and lowered revenue. A key component to surviving in difficult times is market‐focused management. This paper develops a model to show the path of senior level management teams in their decision making. Through the performance of essential managerial roles, senior level managers are responsible for strategies that result in the long‐term viability and growth of academic health centers.

The purpose of this paper is to study the radio resource assignment problem in the context of a heterogeneous ad hoc network, composed of 1EEE802.15.4 sensor devices, their coordinators, mobile terminals conveying vldeo streams, and sinks. This scenario also fits to the paradigm of opportunistic networks.

In such hierarchical heterogeneous opportunistic networks, the focus is on cross‐layer scheduling of the video and sensor traffics toward the sink. The scheduling strategy proposed takes into account information coming from both physical and application layers. Evaluations are performed via simulations.

Results show that the proposed cross‐layer strategy significantly outperforms the maximum throughput scheduling, used as a benchmark, in case of video traffic, while preseruing the same performance for 802.15.4 traffic.

The architecture and the relevant algorithms proposed could be used in realistic emergency‐deployed networks composed by the kind of nodes considered in the paper.

The novelty introduced is related to the application of a crosslayer design strategy in a very peculiar hierarchical heterogeneous opportunistic ad hoc network. This paper is believed to be the first published combining traditional tratfic sources with sensor generated data flows.

This study addresses the perspective of N = 273 school principals as related to technology role in performing managerial roles.

In the context of this study, the concept of technology only refers to digital office tools such as microcomputers, email and administrative software. The concept of managerial roles is understood and used herein in relation to the definition provided by Mintzberg (2013) in his managerial typology. Moreover, a survey method was used to collect data from the aforementioned managerial employees. The managerial typology of Mintzberg was applied as a theoretical lens to collect and interpret survey data.

The findings suggest that surveyed school principals believe that technology use improves their ability to perform informational and decisional roles at work. Arguably, these managerial employees are satisfied with using technology as a labor tool for administrative and managerial work.

This study is limited because its sample size does not allow the findings to be generalized to all Canadian school principals. Nevertheless, the findings are significant because they suggest that similar to the positive technology-related attitude of managerial employees in business organizations, those in school organizations also perceive technology as an organizational asset. For that reason, management scholars should not only limit their studies of the intersection between technology and managerial roles or work to business organizations. They also need to extend their research studies and fieldwork to school organizations.

The originality of this study lies in the fact that in management literature, the intersection between technology and the managerial roles of school principals is underresearched. As such, this study represents a step forward toward the need to study the technology-related behaviors of school principals to better understand how technology use enables their workflow system.

The belief that the London Stock Exchange is a near‐perfect market is common both among economists and the lay public. The main basis for this belief is that stock and share prices are very sensitive to the influence of supply and demand in the market. But undoubtedly the belief is also influenced by the very effective public relations efforts of the Stock Exchange Council and also the members of the exchange—the brokers and jobbers who operate the market mechanism.

This chapter is concerned with the use of resources in the manufacture of products and services, both at the level of the individual firm and at the level of the market and particularly with what happens in an environment of resource depletion and as resources become scarce. The argument is that this is a new environment for the economic systems of the world which has not currently been recognised within economic planning. This new environment needs new approaches and this chapter is concerned with this situation. The aim therefore is to understand this new environment where resources are constrained by their limited availability and to develop strategies and techniques to manage in this environment.

This paper explores budgetary practices in a Tanzanian university after decentralization.

Data were collected through interviews, document analysis, and observation. Moreover, Bourdieu's theory was used in open and axial coding procedures for data analysis.

The findings show that decentralized budgeting was a disillusionment. Administrators failed to transfer financial authority to resource recipients. Budgetary practices were shaped by the social structure/budget cycle (field), resources possessed by budgetary actors (capital) and the sincerity patterns of actors in budgetary practices (habitus). Most resource recipients had insincerity in budgeting habitus deploying subversive strategy, while the minority had sincerity in budgeting habitus, deploying submissive strategy. On the other hand, administrators had sincerity and insincerity in budgeting habitus, deploying conservative strategy.

In order to enhance effective decentralization, resource recipients should be provided with adequate financial resources and budgeting skills. Furthermore, they should be trusted and recognized. Moreover, in order to shape budgeting strategies and practices towards achieving organizational objectives, managements should identify and work on internal, external and technical budgetary constraints. In addition, they should promote sincerity in budgeting habitus as habitus can be created, altered, and reproduced through knowledge.

This is the first paper to investigate budgetary practices in a university setting, employing all Bourdieu's six theoretical concepts. It contributes to Bourdieu's theory by introducing a submissive strategy. In addition, it introduces “episteme” concept as the opposite of “doxa.” Moreover, the paper responds to the call by Deering and Sá (2018) to investigate what guides budgetary practices in a university setting. The paper has also demonstrated the role of approval organs and subordinates which were neglected in prior studies. It proposes a theory of budgetary practice in a University setting when budgeting is decentralized. It thus responds to the call to investigate and theorize the role of actors in calculative practices (such as budgeting) in a University setting (Argento et al., 2020; Aleksandrov, 2020; Grossi et al., 2020; Ozdil and Hoque, 2017).

The purpose of this paper is to argue that the main ontological position of modern capitalism, founded on the philosophy of utilitarianism, derived of course from the work of Jeremy Bentham and John Stuart Mill, is fundamentally flawed as it ignores power inequalities and assumes that the economic fiction of perfect competition can actually exist.

Nevertheless it provides a legitimating mechanism for modern capitalism and the operation of firms within a market economy. More significantly, from the viewpoint of this paper, is the problem caused by the naïve assumption that the firm as nexus of treaties is sufficient to negotiate the contracts between the various stakeholders. This is significantly inadequate because it ignores the aspect of trust between the parties – the focus of the paper.

In this paper it is argued that the sustainability of a firm is not predicated in the negotiated contracts it enacts but rather in the underlying trust which is implied and that one of the problems of the modern firm is that this trust has been negated in the drive for efficiency and shareholder value. The purpose of this paper therefore is to explore the nature of trust between the various stakeholders to the social contract which the firm enacts, paying particular attention to the involuntary stakeholders. In doing so, the role of trust in each aspect of sustainability identified in a previous paper is analysed and consider whether it is necessary for each stakeholder or just they key ones, or whether it is different for each aspect? In doing so, particular attention is paid to involuntary stakeholders.

This argument has implications for every business in managing its stakeholder relations.