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Article
Publication date: 1 September 1997

George Balabanis, Ruth E. Stables and Hugh C. Phillips

Examines the degree to which leading UK charities have adopted the marketing concept in the last five years and how this has affected their performance. Based on Kohli and…

7788

Abstract

Examines the degree to which leading UK charities have adopted the marketing concept in the last five years and how this has affected their performance. Based on Kohli and Jaworski’s (1990) work, an adaptation of the MARKOR scale was used to measure charities’ orientation towards their markets for funds and volunteers (donors). A mail questionnaire was sent to the top 200 UK charity organizations and a response rate of 29 per cent was achieved. Although charities’ orientation towards their donor market is still relatively low, it has significantly increased in the last five years. No differences in the levels of donor market orientation among different type of charities were observed. Donor market orientation was negatively related to the organizational size and the number of departments. A lag effect between donor market orientation and performance was detected. Discusses limitations and recommendations for future research.

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European Journal of Marketing, vol. 31 no. 8
Type: Research Article
ISSN: 0309-0566

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Article
Publication date: 1 February 1998

George Balabanis, Hugh C. Phillips and Jonathan Lyall

This paper investigates the relationship between corporate social responsibility (CSR) and the economic performance of corporations. It first examines the theories that suggest a…

21842

Abstract

This paper investigates the relationship between corporate social responsibility (CSR) and the economic performance of corporations. It first examines the theories that suggest a relationship between the two. To test these theories, measures of CSR performance and disclosure developed by the New Consumer Group were analysed against the (past, concurrent and subsequent to CSR performance period) economic performance of 56 large UK companies. Economic performance included: financial (return on capital employed, return on equity and gross profit to sales ratios); and capital market performance (systematic risk and excess market valuation). The results supported the conclusion that (past, concurrent and subsequent) economic performance is related to both CSR performance and disclosure. However, the relationships were weak and lacked an overall consistency. For example, past economic performance was found to partly explain variations in firms’ involvement in philanthropic activities. CSR disclosure was affected (positively) by both a firm’s CSR performance and its concurrent financial performance. Involvement in environmental protection activities was found to be negatively correlated with subsequent financial performance. Whereas a firm’s policies regarding women’s positions seem to be more rewarding in terms of positive capital market responses (performance) in the subsequent period. Donations to the Conservative Party were found not to be related to companies’ (past, concurrent or subsequent) financial and/or capital performance.

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European Business Review, vol. 98 no. 1
Type: Research Article
ISSN: 0955-534X

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Article
Publication date: 1 January 1977

A distinction must be drawn between a dismissal on the one hand, and on the other a repudiation of a contract of employment as a result of a breach of a fundamental term of that…

2153

Abstract

A distinction must be drawn between a dismissal on the one hand, and on the other a repudiation of a contract of employment as a result of a breach of a fundamental term of that contract. When such a repudiation has been accepted by the innocent party then a termination of employment takes place. Such termination does not constitute dismissal (see London v. James Laidlaw & Sons Ltd (1974) IRLR 136 and Gannon v. J. C. Firth (1976) IRLR 415 EAT).

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Managerial Law, vol. 20 no. 1
Type: Research Article
ISSN: 0309-0558

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Article
Publication date: 1 January 1991

J.R. Carby‐Hall

In a previous monograph a discussion took place on stages one and part of stage two of the three stage process in an unfair dismissal action, namely the employee having to show…

720

Abstract

In a previous monograph a discussion took place on stages one and part of stage two of the three stage process in an unfair dismissal action, namely the employee having to show that he has been dismissed (stage one), and some of the reasons for dismissal which fall within the statutory categories, namely the employee's capability and qualifications; misconduct and redundancy (part of stage two). In this monograph an analysis is proposed on the two remaining reasons, these being the contravention of a duty imposed by an enactment and some other substantial reason. There will then follow a discussion on the test of fairness as constituting the third of the three stage process and on the remedies available when the tribunal finds that the employee has been unfairly dismissed.

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Managerial Law, vol. 33 no. 1/2/3
Type: Research Article
ISSN: 0309-0558

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Article
Publication date: 1 May 1912

President, Charles S. Goldman, M.P.; Chairman, Charles Bathurst, M.P.; Vice‐Presidents: Christopher Addison, M.D., M.P., Waldorf Astor, M.P., Charles Bathurst, M.P., Hilaire…

20

Abstract

President, Charles S. Goldman, M.P.; Chairman, Charles Bathurst, M.P.; Vice‐Presidents: Christopher Addison, M.D., M.P., Waldorf Astor, M.P., Charles Bathurst, M.P., Hilaire Belloc, Ralph D. Blumenfeld, Lord Blyth, J.P., Colonel Charles E. Cassal, V.D., F.I.C., the Bishop of Chichester, Sir Arthur H. Church, K.C.V.O., M.A., D.Sc., F.R.S., Sir Wm. Earnshaw Cooper, C.I.E., E. Crawshay‐Williams, M.P., Sir Anderson Critchett, Bart., C.V.O., F.R.C.S.E., William Ewart, M.D., F.R.C.P., Lieut.‐Colonel Sir Joseph Fayrer, Bart., M.A., M.D., Sir Alfred D. Fripp, K.C.V.O., C.B., M.B., M.S., Sir Harold Harmsworth, Bart., Arnold F. Hills, Sir Victor Horsley, M.D., F.R.C.S., F.R.S., O. Gutekunst, Sir H. Seymour King, K.C.I.E., M.A., the Duke of Manchester, P.C., Professor Sir Wm. Osler, Bart., M.D., F.R.S., Sir Gilbert Parker, D.C.L., M.P., Sir Wm. Ramsay, K.C.B., LL.D., M.D., F.R.S., Harrington Sainsbury, M.D., F.R.C.P., W. G. Savage, M.D., B.Sc., R. H. Scanes Spicer, M.D., M.R.C.S., the Hon. Lionel Walrond, M.P., Hugh Walsham, M.D., F.R.C.P., Harvey W. Wiley, M.D., Evelyn Wrench.

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British Food Journal, vol. 14 no. 5
Type: Research Article
ISSN: 0007-070X

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Article
Publication date: 1 June 1988

Jo Carby‐Hall

An employee who is eligible to make a complaint for unfair dismissal has to prove that he has been dismissed by the employer if the employer contests that the employee has in fact…

1134

Abstract

An employee who is eligible to make a complaint for unfair dismissal has to prove that he has been dismissed by the employer if the employer contests that the employee has in fact been dismissed. If the dismissal is not contested, all the employee has to do is to show that he has been dismissed. This constitutes the first stage of the proceedings in an industrial tribunal.

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Managerial Law, vol. 30 no. 6
Type: Research Article
ISSN: 0309-0558

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Book part
Publication date: 20 October 2023

Rebecca M. Hayes

Abstract

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Defining Rape Culture: Gender, Race and the Move Toward International Social Change
Type: Book
ISBN: 978-1-80262-214-0

Abstract

Purpose

To consider Critical Management Studies as a social movement.

Design/methodology/approach

The purpose is fulfilled by reflecting upon the history of Critical Management Studies by reference to social movement theory, institutional theory and the social theory of hegemony.

Findings

Critical Management Studies is plausibly understood as a social movement.

Originality/value

The chapter offers a fresh perspective on Critical Management Studies by representing it as a movement rather than as a specialist field of knowledge.

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Article
Publication date: 21 August 2009

William Hugh Fawcett

Low utilisation is observed in many buildings and space‐sharing is often identified as a facilities management response, but uncertainty about demand makes it difficult to decide…

1440

Abstract

Purpose

Low utilisation is observed in many buildings and space‐sharing is often identified as a facilities management response, but uncertainty about demand makes it difficult to decide how much shared accommodation to provide. The purpose of this paper is to analyse similar problems in the discipline of yield management, a branch of operations research.

Design/methodology/approach

The “newsvendor problem” in yield management is adapted and applied the to the space‐sharing problem. The mathematical model identifies the optimum capacity for specified values of input variables. The model is illustrated with worked examples for systematic variation in three factors: the average demand (three values), the penalty cost ratio (six values), and demand uncertainty (three values).

Findings

The optimum capacity for shared accommodation can be mathematically determined. It varies considerably with the case‐specific values given to input variables. Three “principles of optimality” are defined that apply to optimum capacity for a given demand, or alternatively to optimal loading for a given capacity.

Research limitations/implications

The variation between different cases shows that optimal capacity must be assessed for specific contexts. The mathematical model makes simplifying assumptions that have not yet been tested in real‐world situations. A comparison between optimal and actual performance would reveal whether there are opportunities for significant enhancement in facilities management performance.

Originality/value

Applications of yield management ideas to the space sharing problem have not been found in the literature.

Details

Facilities, vol. 27 no. 9/10
Type: Research Article
ISSN: 0263-2772

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Article
Publication date: 1 November 1966

A SPLENDID conference, I thought. True, there were those who complained, those who thought some of the papers were elementary and those who thought that we had come a long way to…

58

Abstract

A SPLENDID conference, I thought. True, there were those who complained, those who thought some of the papers were elementary and those who thought that we had come a long way to learn very little. I don't agree at all. Some of the papers did, I admit, deal with basic considerations but it does nothing but good to re‐examine the framework of our services from time to time. In any case other papers were erudite, and for the first time I have seen an audience of librarians and authority members stunned, almost, into silence.

Details

New Library World, vol. 68 no. 5
Type: Research Article
ISSN: 0307-4803

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