This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb013390. When citing the article, please…
Abstract
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb013390. When citing the article, please cite: Chris McEvoy, (1976), “Economic Efficiency and the Stock Exchange”, Managerial Finance, Vol. 2 Iss: 3, pp. 330 - 340.
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…
Abstract
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.
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Robert D. Hisrich and Barra O’Cinneide
Since 1980, there has been an increasing interest in the area of innovation, entrepreneurship and economic development. While the role of educational institutions in the…
Abstract
Since 1980, there has been an increasing interest in the area of innovation, entrepreneurship and economic development. While the role of educational institutions in the entrepreneurship/new venture creation process has been recognized, little research has been done, particularly outside the US, to identify the type and extent of involvement in this area by these institutions. Looks at the activities of European third‐level educational institutions in Western Europe, Sweden, Finland, Eastern and Central Europe, and some of the Republics of the former USSR. Universities in these geographic areas were surveyed regarding the extent (if any) of their activities in four primary areas of entrepreneurship: educational programmes; training programmes; research; and enterprise formation. There were 109 of the 227 institutions from 23 countries which responded ‐ a 48 per cent response rate. Institutions were more inclined to be involved in research than education, training and actual venture creation.
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Giles Barrett, Trevor Jones, David McEvoy and Chris McGoldrick
Immigrant‐owned business in Britain is reviewed in the light of both cultural and structural economic perspectives. The latter view is emphasised. Concentration in trades which…
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Immigrant‐owned business in Britain is reviewed in the light of both cultural and structural economic perspectives. The latter view is emphasised. Concentration in trades which are in decline, or are labour intensive, or both, creates acute competitive pressures which are exacerbated by the growing presence of corporate rivals in many markets. Real and perceived bias on the part of banks helps to limit diversification. Attempts to move away from characteristic activities, both geographically and sectorally, have had only limited impact. Accumulation of class resources holds the greatest promise for entrepreneurial success.
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Marie‐France Waxin and Alexandra Panaccio
The paper examines what are the effects of the different types of cross‐cultural training (CCT) on expatriates' adjustment and whether prior international experience (IE) and…
Abstract
Purpose
The paper examines what are the effects of the different types of cross‐cultural training (CCT) on expatriates' adjustment and whether prior international experience (IE) and cultural distance (CD) have a moderator effect on the effectiveness of CCT.
Design/methodology/approach
In a quantitative approach the paper examines the effect of four different types of CCT on the three facets of expatriates' adjustment, on a sample consisting of 54 French, 53 German, 60 Korean and 57 Scandinavian managers expatriated to India. The paper then examines the moderator effect of IE and of CD on CCT's effectiveness.
Findings
CCT accelerates expatriates’ adjustment. The type of CCT received matters. IE and CD have a moderator effect.
Practical implications
Implications for practice are identified.
Originality/value
The paper demonstrated the effectiveness of different kinds of CCT and the moderator effects of IE and CD.
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Maja Stikic, Chris Berka and Stephanie Korszen
In this chapter, we overview different neuroenhancement techniques that could be applied for accelerating the learning process in a number of tasks that are associated with…
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In this chapter, we overview different neuroenhancement techniques that could be applied for accelerating the learning process in a number of tasks that are associated with occupational roles. The techniques range from: (1) pharmaceutical and invasive methods with limited applicability to the healthy population, due to possible side effects and obtrusiveness; (2) game-based brain training that shows task-specific potential, but may not generalize; and (3) a promising new research direction in which the goal is to “train” the brain to reach an optimal cognitive state for performing a given task, and remain in this state by self-regulation. However, in order to accomplish this goal of brain training, the neurological markers that best discriminate good task performance need to be identified. We also review a number of initial studies in this chapter which have analyzed such markers in a variety of training-related applications for different occupations, such as military/security (e.g., marksmanship, deadly force judgment and decision making, submarine piloting and navigation, phishing detection), medicine (e.g., robot-assisted surgery), banking (e.g., financial traders), sports (e.g., golf, archery, and baseball), or entertainment (e.g., musicians and actors). The promising results of these early studies are fueling interest in neuroscience-based technology and methods in the rapidly developing field of organizational neuroscience (e.g., leadership research). We conclude the chapter with a discussion of future research directions.
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Catherine Cassell, Sara Nadin, Melanie Gray and Chris Clegg
This paper reports on empirical work recently conducted about the use and effectiveness of HRM practices in small and medium sized enterprises (SMEs). A telephone survey was…
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This paper reports on empirical work recently conducted about the use and effectiveness of HRM practices in small and medium sized enterprises (SMEs). A telephone survey was conducted with 100 senior managers of SMEs to ascertain their use of a range of human resource practices and the extent to which they had found those practices successful in aiding the achievement of company objectives. Additionally in‐depth interviews were conducted with senior managers from a further 22 SMEs. Findings suggest that there is considerable diversity amongst SMEs in relation to their use of HR practices. A model is provided that identifies the key criteria that underlie the adoption of HRM practices, and the implications of the model are discussed.
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Joint ventures remain the largest group of foreign‐invested enterprises in China. Given the high level of potential conflict, this paper examines whether Western expatriates in…
Abstract
Purpose
Joint ventures remain the largest group of foreign‐invested enterprises in China. Given the high level of potential conflict, this paper examines whether Western expatriates in joint ventures benefit from cross‐cultural training.
Design/methodology/approach
A mail questionnaire targeted business expatriates assigned by Western firms to joint ventures and other types of organisations in China.
Findings
Results show that training had a weak positive association with work adjustment for expatriates in joint ventures, but no relationship with work adjustment for Western managers in other types of operations.
Research limitations/implications
Data were collected through a self‐report questionnaire and a cross‐sectional approach was applied. However, the scale measuring sociocultural adjustment may have some potential problems.
Practical implications
This paper emphasises the work context in China when training expatriate candidates. Alternatively, individuals should be selected with recent positive experiences of the host country and work task at hand. Such experience could be regarded as a perfect substitute for cross‐cultural training
Originality/value
The distinction between different organisational contexts in assessing the effect of cross‐cultural training constitutes a novel approach. The study contributes to the literature on the effectiveness of cross‐cultural training of business expatriates in general and the impact of their organisational setting in particular. It is important to notice that the improved adjustment covers the very reason for the foreign assignment, the work duties of the expatriate manager.