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Article
Publication date: 2 May 2008

Nan J. Morrison, Guy Kinley and Kristin L. Ficery

The purpose of this of this paper is to show that judging by the number of mergers that still go sour, there is plenty of room to intensify the kind of operational due diligence

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Abstract

Purpose

The purpose of this of this paper is to show that judging by the number of mergers that still go sour, there is plenty of room to intensify the kind of operational due diligence that can uncover deal‐breaking factors before they destroy shareholder value. The paper focuses on specifically supply chain and IT as the two operations areas that deserve special attention because they still get short shrift.

Design/methodology/approach

The paper was written based on survey findings, publicly sourced information, case study work and Accenture's point of view based on work at over 400 M&A client engagements, three quarters with companies in the Global 1000. The two surveys cited are: 2006 Accenture study of supply chain managers; and Third Annual Due Diligence Symposium 2007 Survey.

Findings

The paper finds that when senior, experienced operations experts are involved in due diligence and pre‐merger planning, the major risks and potential deal breakers are exposed quickly – before deal momentum pushes things to the point where participants are reluctant to walk away. Also, with this input, deal makers can accurately assess the true investments needed as well as the “to be” operating costs of the joined companies. Those numbers can be used to adjust post‐merger cash flow projections, which are often extrapolated based on percentage estimates and projected top‐down rather than bottom‐up based on major projects under way or on operating model complexity. The operations experts allow new potential sources of value to be identified and considered as part of the valuation of the target company. The purchase price may then be adjusted up or down.

Originality/value

Dealmakers have significantly improved their understanding of, and skills in conducting, many elements of mergers and acquisitions, especially valuation and merger integration. Yet in example after example, due diligence processes have proven to be an Achilles heel. Dealmakers today must use every tool at their disposal to improve their odds of a successful deal while at the same time avoiding bad acquisitions. That means placing the same importance on operational due diligence as on valuation, traditional due diligence and merger integration. It also calls for using operational due diligence to pinpoint initiatives that protect and create value after an acquisition. The shift to this next level of due diligence will require enhancing rather than replacing traditional due diligence activities. The due diligence lists will be longer, yes, but importantly, they will be forward‐looking, gauging current observations against future operating needs.

Details

Journal of Business Strategy, vol. 29 no. 3
Type: Research Article
ISSN: 0275-6668

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Book part
Publication date: 18 March 2014

John A. James and David F. Weiman

The increased use of checks in nonlocal payments at the end of the nineteenth century presented problems for their clearing and collection. Checks were required to be paid in full…

Abstract

The increased use of checks in nonlocal payments at the end of the nineteenth century presented problems for their clearing and collection. Checks were required to be paid in full (at par) only when presented directly to the drawn-upon bank at its counter. Consequently, many, primarily rural or small-town, banks began to charge remittance fees on checks not presented for collection in person. Such fees and the alleged circuitous routing of checks in the process of collection to avoid them were widely criticized defects of the pre-Federal Reserve payments system. As the new Federal Reserve established its own system for check clearing and collection, it also took as an implicit mandate the promotion of universal par clearing and collection. The result was a bitter struggle with non-par banks, the numbers of which initially shrunk dramatically but then rebounded. A 1923 Supreme Court decision ended the Fed’s active (or coercive) pursuit of universal par clearing, and non-par banking persisted thereafter for decades. Not until the Monetary Control Act of 1980 was universal par clearing and true monetary union, in which standard means of payment are accepted at par everywhere, achieved.

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Article
Publication date: 1 February 1993

Geradine M. Kaman

Discusses the telecommunications infrastructure of the USA andissues surrounding its restructuring. Describes the role and impact ofbroadband Integrated Services Digital Network…

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Abstract

Discusses the telecommunications infrastructure of the USA and issues surrounding its restructuring. Describes the role and impact of broadband Integrated Services Digital Network (ISDN) in applications development and the societal implications of this change. Points out that global development of broadband technologies makes personal access to multimedia applications possible and promotes new information‐sharing partnerships. Argues for an holistic, ethical approach to future development of ISDN.

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Article
Publication date: 12 August 2019

Meritxell Mondejar-Pont, Anna Ramon-Aribau and Xavier Gómez-Batiste

The purpose of this paper is to propose a unified definition of integrated palliative care (IPC), and to identify the elements that facilitate or hinder implementation of an…

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Abstract

Purpose

The purpose of this paper is to propose a unified definition of integrated palliative care (IPC), and to identify the elements that facilitate or hinder implementation of an integrated palliative care system (IPCS).

Design/methodology/approach

A scoping review of the conceptualization and essential elements of IPC was undertaken, based on a search of the PubMed, Scopus and ISI Web of Science databases. The search identified 79 unduplicated articles; 43 articles were selected for content analysis.

Findings

IPC is coordinated and collaborative across different health organizations, levels of care and types of providers. Eight key elements facilitate implementation of an IPCS: coordination, early patient identification, patient-centered services, care continuity, provider education and training, a standard implementation model and screening tool, shared information technology system, and supportive policies and funding. These elements were plotted as a “Circle of Integrated Palliative Care System Elements.”

Practical implications

This paper offers researchers an inclusive definition of IPC and describes the essential elements of its successful implementation.

Originality/value

This study provides evidence from researchers on five continents, offering insights from multiple countries and cultures on the topic of IPC. The findings of this thematic analysis could assist international researchers aiming to develop a standard evaluative model or assess the level of integration in a health care system’s delivery of palliative care.

Details

Journal of Integrated Care, vol. 27 no. 4
Type: Research Article
ISSN: 1476-9018

Keywords

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Case study
Publication date: 14 September 2023

Rajesh Chandwani, Biju Varkkey and Vidya Kadamberi

The case is based on heated e-mail conversations connected to the delivery of clean bottled water in the campus of a reputed research institute in southern India. The exchange…

Abstract

The case is based on heated e-mail conversations connected to the delivery of clean bottled water in the campus of a reputed research institute in southern India. The exchange between Tara Sharma (Programme Manager) and Shreejith Nair (Group Head-Engineering Service and Estate) relate to the quality of services provided. The case highlights the viewpoints of various stakeholders involved in the open conversation. This case focusses on the behaviour of a set of underperforming employees associated with a contractor, the reasons, among others, being lack of training and quality awareness. However, training alone cannot be assumed as the only correct solution for handling underperformance. The stakeholders involved need to ascertain the cause of underperformance by analysing whether it is a “Can't Do” –“Won't Do” problem, and identify the ways of dealing with it.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

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Article
Publication date: 1 April 2003

Steve McKenna and Julia Richardson

This paper investigates the managerial life and experiences of a group of service leaders in one region of the New Zealand health service. Through a complexity map methodology…

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Abstract

This paper investigates the managerial life and experiences of a group of service leaders in one region of the New Zealand health service. Through a complexity map methodology, creative interviewing, participant storytelling and presentation of their experiential narratives, the paper seeks to investigate how service leaders make sense of their complexity. First, the paper outlines the New Zealand health service context. Second, the paper introduces the sample of managers involved in the study. Third, the methodological framework of the study is outlined. Fourth, the data collected are described in the context of Gabriel's “tropes of story work”. Fifth, the concept of “narrative thought” is introduced to interpret the use of attributions by health service managers as a means of fulfilling their needs and desires. The paper concludes by suggesting that through narrative sense‐making managers are able to maintain a strong sense of self and identity even in stressful, pressurised, difficult and complex circumstances.

Details

Journal of Health Organization and Management, vol. 17 no. 2
Type: Research Article
ISSN: 1477-7266

Keywords

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Article
Publication date: 8 August 2008

Jock Encombe

The purpose of this paper is to show that leaders who want to succeed in the 21st century need to develop a unique portfolio of attitudes, behaviors and skills to enable them to…

1343

Abstract

Purpose

The purpose of this paper is to show that leaders who want to succeed in the 21st century need to develop a unique portfolio of attitudes, behaviors and skills to enable them to work at the highest level and drive performance and profitability within their people and their organization, ultimately contributing to the sustainability of their operating environment. Leaders of the future will need to make a positive impact on their organizations and the wider world.

Design/methodology/approach

This article aims to investigate the nature of this contribution and to stimulate discussion on how to build leadership capability for success in the 21st century.

Findings

Meaning is the central component of creating the leadership mindset and skillset required for success in the 21st century and is the key factor that leaders need to address to engage their people and stakeholders. This article draws on the experiences of Costa Coffee, which has already begun to develop a 21st century outlook and is beginning to reap the rewards of creating meaning and engagement throughout the organization.

Originality/value

The paper presents a series of issues and questions for leaders with 21st century ambition to consider and discusses how they can benchmark their current 21st century leadership capability.

Details

Strategic HR Review, vol. 7 no. 5
Type: Research Article
ISSN: 1475-4398

Keywords

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Article
Publication date: 5 December 2023

Avital Laufer, Anwar Khatib and Michal Finkelstein

This study aims to explore the link between mental health literacy (MHL) and resilience in two groups: individuals who underwent psychotherapy and a similar group who did not.

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Abstract

Purpose

This study aims to explore the link between mental health literacy (MHL) and resilience in two groups: individuals who underwent psychotherapy and a similar group who did not.

Design/methodology/approach

The research involved 256 participants from Israeli–Arab and Israeli–Jewish communities. Half of the participants had previously received psychological treatment, whereas the other half had not. MHL was evaluated through the Mental Health Literacy Scale (O’Connor and Casey, 2015), whereas resilience was gauged using the concise Connor-Davidson Resilience Scale (Connor and Davidson, 2003).

Findings

The results indicated that participants who had therapy had higher levels of MHL and resilience compared to those who were not in therapy. Being acquainted with mental health disorders was positively associated with resilience, independent of sociodemographic variables and therapy participation. An interaction effect was found, showing a positive association between MHL and resilience among those who had therapy, whereas a negative association was observed among those not in therapy. A negative association was also found between social closeness to mental health patients and resilience for respondents who did not participate in therapy and was unrelated to resilience among those who had therapy.

Originality/value

The findings suggest that having MHL is vital but it does not necessarily translate into personal application or effective coping strategy implementation. In fact, it may be that having knowledge, in the absence of taking any active measures, can even be harmful.

Details

The Journal of Mental Health Training, Education and Practice, vol. 19 no. 1
Type: Research Article
ISSN: 1755-6228

Keywords

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