V.K. Narayanan, Frank L. Douglas, Brock Guernsey and John Charnes
Every merger and acquisition deal presents a different goal and a different mix of critical issues to manage. Making, consummating, and integrating a deal puts pressure on chief…
Abstract
Every merger and acquisition deal presents a different goal and a different mix of critical issues to manage. Making, consummating, and integrating a deal puts pressure on chief executives to play multiple leadership roles and switch quickly from one role to another throughout the merger process. The roles employed vary dramatically with the type of deal and how ambitious the strategy. As the rationales for transactions have changed, new challenges have evolved, especially for those leading the deals: leaders must establish and communicate the strategic vision for the merger ‐‐ they need to explain the top four or five sources of value in the deal and what the core values and culture of the new organization should be; leaders must cheer on the stakeholders to generate enthusiasm for the merger or acquisition, and to confront fear and uncertainty in its various forms; leaders must close the deal; leaders captain change by managing the integration of the two entities; and leaders crusade for the new entity. These five roles are essential to all transactions, but leaders need to employ each at different times. The strategic rationale behind the deal, and the inherent risks and opportunities that it presents, determines which roles a leader needs to play and when.
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To explore the funds of knowledge that six emergent bilingual students build upon as they produce multimodal texts, how the practices surrounding these events are mediated, and…
Abstract
To explore the funds of knowledge that six emergent bilingual students build upon as they produce multimodal texts, how the practices surrounding these events are mediated, and the role of student agency within an ethnographic social semiotics framework. Ethnographic methods were used to document this yearlong study that included videotaping small group interactions, writing field notes, conducting interviews, and collecting multimodal work samples. The researcher served as a participant observer in a third-grade classroom where she met with students two days per week to interact with mulitmodal poetry. The findings reveal the media-rich popular culture and home digital practices students bring with them to school and the ways in which these resources were utilized for designing multimodal poetry. Several essential factors are discussed including funds of knowledge, role of play and creativity, nonlinear writing structures, and agentive design decisions. Multimodal text making requires a revamping of classroom literacy instruction that embraces multiple modes especially noting the importance of images, central role of experiential learning, and space for student choice thus empowering them as learners.
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The Equal Pay Act 1970 (which came into operation on 29 December 1975) provides for an “equality clause” to be written into all contracts of employment. S.1(2) (a) of the 1970 Act…
Abstract
The Equal Pay Act 1970 (which came into operation on 29 December 1975) provides for an “equality clause” to be written into all contracts of employment. S.1(2) (a) of the 1970 Act (which has been amended by the Sex Discrimination Act 1975) provides:
Keith S. Coulter and Anne Roggeveen
The purpose of this paper is to investigate how source, network, relationship, and message/content factors affect how consumers respond to a word‐of‐mouth (WOM) communication in…
Abstract
Purpose
The purpose of this paper is to investigate how source, network, relationship, and message/content factors affect how consumers respond to a word‐of‐mouth (WOM) communication in an online social network.
Design/methodology/approach
Hypotheses were addressed using two online surveys. The first of these examined persuasive WOM communications on Facebook, the second investigated WOM communication on Twitter.
Findings
It was found that closeness to the source of a persuasive communication may have less of an impact on message acceptance in online social networks compared to traditional WOM. The number of persons in a product network, as well as whether those members of a product network are also members of one's friend network, are important factors that determine message acceptance.
Originality/value
The paper demonstrates differences between online versus traditional WOM, and has important implications for marketing practitioners.