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Article
Publication date: 1 July 1999

Anthony Dean

There is a tension between improvement approaches which start from a holistic overview of a process and those that are based on detailed, low‐level analysis. This paper argues…

216

Abstract

There is a tension between improvement approaches which start from a holistic overview of a process and those that are based on detailed, low‐level analysis. This paper argues that the two approaches are complementary and that modern information technologies can be used to support both approaches being used in harmony, and to support

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Work Study, vol. 48 no. 4
Type: Research Article
ISSN: 0043-8022

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Article
Publication date: 1 August 1952

MID‐SEPTEMBER, with the summer gone irrevocably, allows the librarian a fortnight of reflection time before the strenuous interests of autumn and winter become active. That is, if…

26

Abstract

MID‐SEPTEMBER, with the summer gone irrevocably, allows the librarian a fortnight of reflection time before the strenuous interests of autumn and winter become active. That is, if he returns stimulated in body and mind from a reasonable holiday and does not become immersed immediately in the almost compelling series of meetings of librarians arranged for the last fortnight of September and for October. For the student members the Birmingham Summer School remains in session until the 20th; for their elders ASLIB will confer at Swanwick from the 19th to 21st, and, in the same week‐end at Buxton, there will be the conference on library work for children; and, a week later, 26th to 29th, the University and Research Section will occupy Lady Margaret Hall at Oxford. The arrangements for October are set out in the L. A. Record. Their profusion embarasses many librarians. It is only natural that, as librarianship extends, every organized part of it becomes keenly aware of its individuality and, as the profession today grows more and more conference‐minded, few can keep step, save in a general way, with more than a fraction of the meetings arranged. Some effort is made by the L.A. and by librarians to preserve and strengthen the basic unity of all librarianship, but otherwise the diversity is great.

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New Library World, vol. 54 no. 2
Type: Research Article
ISSN: 0307-4803

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Book part
Publication date: 13 October 2023

Ciarán Ó hÓgartaigh

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Thriving in Academic Leadership
Type: Book
ISBN: 978-1-83753-303-9

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Article
Publication date: 1 June 1999

Nicholas Mauro, Samuel M. Natale and Anthony F. Libertella

Defines ethics and examines the controversy surrounding teaching ethics in business schools. Traces the link between personal values and business schools, and discusses strategies…

8994

Abstract

Defines ethics and examines the controversy surrounding teaching ethics in business schools. Traces the link between personal values and business schools, and discusses strategies for developing and maintaining ethical businesses.

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Cross Cultural Management: An International Journal, vol. 6 no. 2
Type: Research Article
ISSN: 1352-7606

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Book part
Publication date: 13 March 2019

Steven Gerrard

In 1960, Alfred Hitchcock’s Psycho stunned both the cinema-going public and critics alike. Its tale of a young, genial, likeable and mother-fixated hotel proprietor – Norman Bates…

Abstract

In 1960, Alfred Hitchcock’s Psycho stunned both the cinema-going public and critics alike. Its tale of a young, genial, likeable and mother-fixated hotel proprietor – Norman Bates (played by Anthony Perkins) – whose psychotic tendencies and fractured personality tapped into the zeitgeist of an America changing in a post-World War II world, was very much the antithesis of rock ‘n’ roll rebels like Elvis Presley and James Dean. Norman Bates was Anthony Perkins and Anthony Perkins was Norman Bates.

In 2013, Norman resurfaced from numerous remakes in Bates Motel. With its nod to the past, and a look to the future of how Norman’s story pans out, the series’ narratives, characters and situations showed there was life for him, his mother and the motel beyond cinema.

This chapter examines how Creed’s ideas of ‘Monstrous’ can be overlaid onto Norman, his mother Norman and Bates Motel.

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Gender and Contemporary Horror in Television
Type: Book
ISBN: 978-1-78769-103-2

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Article
Publication date: 11 January 2013

Michael Harvey, James B. Shaw, Ruth McPhail and Anthony Erickson

The purpose of the development of the paper was due to the seemingly endless searching for deans to replace the former dean of three to four years.

781

Abstract

Purpose

The purpose of the development of the paper was due to the seemingly endless searching for deans to replace the former dean of three to four years.

Design/methodology/approach

The paper was developed around the present relevant secondary data.

Findings

The key findings of the paper were that deans were being replaced due to the difference in expectation of the various constituents (e.g. students, faculty, administration, parents) in the performance of the SBA.

Research limitations/implications

Limitations of the study were not providing primary data to support the theory based hypotheses of the study.

Practical implications

Deans need to recognize that there will be conflicting expectations relative to the performance of the dean and that deans have a very short time to effectuate change in academic organizations.

Social implications

Not having such high turnover in dean's positions should provide the stability of management to bring about change need in institutions of higher education.

Originality/value

Identification of key mistakes made by deans as well as the mistakes made by faculty undermine the performance of deans.

Details

International Journal of Educational Management, vol. 27 no. 1
Type: Research Article
ISSN: 0951-354X

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Article
Publication date: 1 January 1996

Daniel A. Szpiro and Tony Dimnik

This paper reports on a field study of capital budgeting and strategy in 23 firms. The objectives of the study were two‐fold: first to develop a classification scheme for overall…

996

Abstract

This paper reports on a field study of capital budgeting and strategy in 23 firms. The objectives of the study were two‐fold: first to develop a classification scheme for overall capital budgeting processes and second to relate the different types of capital budgeting to extant models of strategy. Based on our findings, there are three different types of capital budgeting processes: centralized, decentralized and integrated. In centralized capital budgeting, top management make all important strategic capital budgeting decisions. Operating managers simply “bid” on implementing projects selected by top management. In decentralized capital budgeting operating managers identify and initiate projects that are approved by top management based upon projected financial performance. Integrated capital budgeting has elements of both decentralized and centralized capital budgeting. We found the three types of capital budgeting to have a contingent relationship with Bartlett's (1986) typology of multinational strategy: global, multinational and transnational. Global firms choose to respond to pressures for integration and co‐ordination. Typically these firms are highly centralized and have standardized products which can be sold in multiple markets and produced in large‐scale facilities to take full advantage of economies of scale. Multinational firms, in response to pressure to accommodate regional markets through product specialization, operate in a number of highly differentiated markets with significantly dissimilar requirements. In pursuing economies of scope, these firms operate in a decentralized manner with national or regional managers making key strategic decisions. Transnational firms employ a complex structure that addresses the needs for both product differentiation and global integration. In our study, we found that global firms were more likely to have centralized capital budgeting, multinational firms to have decentralised capital budgeting and transnational firms to have integrated capital budgeting. Capital budgeting is one of the most important of management functions. Through capital budgeting decisions management determines the structural cost drivers of the firm and enacts the strategies that define the way in which a firm competes. Although there is an obvious link between strategy and capital budgeting, that link has not been made in either research or practice (Pinches, 1982). The need to understand the link between capital budgeting and strategy is especially evident in manufacturing firms that must continually invest in new technologies. In a review of some 150 articles on capital budgeting for new manufacturing technologies, Dimnik and Kudar (1991) found frequent criticism of current capital budgeting practices for failing to incorporate strategic issues. The most commonly proposed solution to this problem was to modify project evaluation and selection techniques by using multi‐attribute decision‐making models to quantify strategic issues. This response is typical of much of the literature on capital budgeting, which has traditionally focused on the technical issues of project evaluation and selection (Pinches, 1982). A more complete understanding of the relationship between the capital budgeting process and firm strategy will allow specific suggestions for improvement to be implemented. This paper reports on a field study of capital budgeting and strategy in 23 firms involved in a wide range of manufacturing activities. The objectives of the study were two‐fold: to develop a classification scheme for overall capital budgeting processes, and to relate the different types of capital budgeting to extant models of strategy. We found it necessary to develop a new classification scheme for capital budgeting because the standard model of capital budgeting does not explain practice (Dimnik, 1991). The traditional model of capital budgeting assumes that projects bubble‐up from operating managers for approval by top management and emphasizes the use of discounted cash flow methods of selecting projects. The bubble‐up assumption of capital budgeting can be traced to Bower (1970) and the pre‐occupation with discounted cash flow techniques to Dean (1951). Bower held that: [A] company's top management approves or rejects projects but has little direct influence on how they get defined or on which ones are pushed through the firm's lower levels of decision‐making to become claimants for top‐executive approval…Top management cannot keep the character and composition of the projects that rise for their approval from being coloured by structural context. However, top management can influence that structural context by means of the organization chart…and the measurement and reward system it employs (Caves, 1980, p.76). This bubble‐up assumption is implicit in most capital budgeting research and is incorporated in leading accounting and finance text‐books. For, example, Haka (1987) described the impact of rewards on the path that a “proposal follows from its originator in operations to its approval by top corporate executives”. Principles of Corporate Finance, Brealey et.al., stated that “most firms let project proposals bubble‐up from plants for review by division management, and from divisions for review by senior management”. Accounting: Text and Cases, Anthony and Reece stated that “as proposals for capital expenditures come up through the organization, they are screened at various levels. Only the sufficiently attractive ones flow up to the top and appear in the final capital expenditure budget”. Dean (1951) defined capital budgeting in economic terms and stressed that without systematic acceptance and rejection criteria, the capital budgeting decision has no solid foundation. He recognized that procedural and organizational issues were important in capital budgeting but defined the “problem” of capital budgeting as finding the answers to three questions: (1) How much money will be needed for the expenditures in the coming period? (2) How much money will be available? (3) How should the available money be doled out to candidate projects (p.555)? Dean emphasized discounted cash flow methods and this emphasis is adopted in leading accounting and finance text‐books and colours much of the academic research on capital budgeting (Pinches, 1982). It is especially evident in the many surveys of capital budgeting practices (Oblak and Helm, 1980; Bavishi, 1981; Stanley and Block, 1984; Woods et.al., 1985; Hodder, 1986; Kim, 1986; McLean, 1986; Baker, 1987; Klammer et.al., 1991). The bubble‐up, discounted cash flow model of capital budgeting is inadequate for explaining what is found in actual practice. For example, in a survey of 32 operating managers, Dimnik (1990) found that in some firms operating managers initiated capital budgeting proposals and were very conscious of financial criteria for project approval and aware of the impact of investment decisions on their measures of performance. In other firms, operating managers had little say in investment decisions and little knowledge of financial criteria applied to investment proposals. In these firms, analytical techniques such as discounted cash flow, when used at all, were used only by top management and their staff to justify their decisions. Based on these and other personal observations, we concluded that before we could offer insights into the relationship between capital budgeting and strategy, we had to first develop an understanding of capital budgeting that went beyond the traditional model. The remainder of the paper is organized as follows. In the next section, we define capital budgeting and briefly discuss various frameworks for analyzing strategy. Then we describe our field research and provide a general description of our findings. This is followed by a discussion of a new classification scheme for capital budgeting and the suggestion that capital budgeting is related to a firm's strategy for global competition. The paper ends with a discussion of the shortcomings of the study, the implications of our findings and some suggestions for future research.

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Managerial Finance, vol. 22 no. 1
Type: Research Article
ISSN: 0307-4358

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Case study
Publication date: 5 May 2016

Anthony Roger Bowrin, Lawrence Kickham and Stacie L. Krupp

Naparima Company Limited (NCL) was an importer and wholesaler of grocery and household products in Trinidad and Tobago, West Indies. Following increasing competition and the…

Abstract

Synopsis

Naparima Company Limited (NCL) was an importer and wholesaler of grocery and household products in Trinidad and Tobago, West Indies. Following increasing competition and the adoption of more lavish lifestyles by its owners, the company had fallen on hard times. Its banker, First Republic Bank, had called its outstanding loans of $1.412 million and given the company 90 days to repay all sums outstanding. Also, several major creditors had threatened legal action to recover amounts payable. This had forced NCL to explore alternative financing arrangements and to devise strategies that would improve its financial situation.

Research methodology

The authors used both field interviews and secondary data when preparing this case. One of the authors was a consultant to the company as it worked to develop a restructuring plan. The primary data gleaned from that process, which included interviews with all three leaders of NCL and a review of the company's financial statements, was supplemented by the collection of secondary data about the industry and its competitors from interviews with the executive director of industry association, and information about the national economic environment from newspaper articles and library resources.

Relevant courses and levels

This case is suitable for senior-level undergraduate students in a capstone business course, and graduate students in small business management and family business management courses.

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The CASE Journal, vol. 12 no. 2
Type: Case Study
ISSN: 1544-9106

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Available. Content available
Book part
Publication date: 7 September 2023

Abstract

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Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-83753-389-3

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Article
Publication date: 9 May 2016

Steve Baron and Rebekah Russell-Bennett

The purpose of this paper is to demonstrate the importance of citations as a success metric and provide practical tips for increasing citations.

1166

Abstract

Purpose

The purpose of this paper is to demonstrate the importance of citations as a success metric and provide practical tips for increasing citations.

Design/methodology/approach

The authors build on previous commentators to provide evidence for citations.

Findings

The purpose of academia is not to merely publish. It is to contribute to the body of knowledge. This means shifting focus from publishing as an end goal to publishing as a means to an end.

Originality/value

The editorial reminds scholars of their duty to science and the need to take individual responsibility for the spread of knowledge. The generation of citations is not a difficult process as illustrated by the practical tips offered.

Details

Journal of Services Marketing, vol. 30 no. 3
Type: Research Article
ISSN: 0887-6045

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