James H. Taggart and Mark S. Harding
This paper analyses the strategy of Ciba‐Geigy′s industrial division at three hierarchical levels, concentrating on subsidiary strategy in the Classical Pigments business. The…
Abstract
This paper analyses the strategy of Ciba‐Geigy′s industrial division at three hierarchical levels, concentrating on subsidiary strategy in the Classical Pigments business. The analysis makes use of a number of models: the BCG matrix, White and Poynter′s model of subsidiary strategy, Porter′s configuration‐co‐ordination paradigm, and Prahalad and Doz’s integration‐responsiveness framework. The strengths and weaknesses of each are evaluated within this particular industrial environment. The main conclusion of the paper is that use of these four alternative analytical perspectives yields a more holistic view of strategy in the Classical Pigments business.
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Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some…
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Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.
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Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Term. 37203. Mrs. Cheney does not sell the books listed here. They are…
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Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Term. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.
The management of children′s literature is a search for value andsuitability. Effective policies in library and educational work arebased firmly on knowledge of materials, and on…
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The management of children′s literature is a search for value and suitability. Effective policies in library and educational work are based firmly on knowledge of materials, and on the bibliographical and critical frame within which the materials appear and might best be selected. Boundaries, like those between quality and popular books, and between children′s and adult materials, present important challenges for selection, and implicit in this process are professional acumen and judgement. Yet also there are attitudes and systems of values, which can powerfully influence selection on grounds of morality and good taste. To guard against undue subjectivity, the knowledge frame should acknowledge the relevance of social and experiential context for all reading materials, how readers think as well as how they read, and what explicit and implicit agendas the authors have. The good professional takes all these factors on board.
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This paper reports the results of an empirical study of the determinants of capital structure of large Latin American companies. Variations with regard to the country, industry…
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This paper reports the results of an empirical study of the determinants of capital structure of large Latin American companies. Variations with regard to the country, industry, and size of a company are examined for a sample of two hundred and thirty large companies located in twentytwo Latin American countries. This study is the first to examine the capital structures of this large set of Latin American companies. The results of this study indicate that while size does not seem to be significant, both country and industry are significant determinants of capital structure in Latin America not only in bivariate tests but also in multivariate statistical tests. Multinational and diversified companies, therefore, cannot assume uniformity of capital structure across countries and industries in Latin America and, they must take these differences into account in developing and setting capital structure, financing, evaluation, and management policies for their subsidiaries.
There is a certain type of British trader who, with pharisaic unction, lifts up his voice and deplores the unhappy condition of “the heathen in his blindness,” including all…
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There is a certain type of British trader who, with pharisaic unction, lifts up his voice and deplores the unhappy condition of “the heathen in his blindness,” including all persons of other nationalities and any of his own who may happen to differ in opinion from himself. On these collectively it is his habit to bestow his contemptuous regard when from his elevated position he condescends to thank Providence that as far as the methods and conduct of business are concerned he is “not as other men.” Of course, most people recognise that the attitude assumed by this type of person is one for which it is difficult altogether to blame him. Born as he was in an atmosphere reeking with traditions of insular supremacy, and nurtured from his youth up on notions of commercial arrogance, it is no miracle that he arrives at maturity with singularly inflated ideas of the greatness of his powers and person. If there is one thing more than another in which he feels particular pride it is the possession of a superabundant stock of what he is pleased to call “business acumen,” and to hear him, it might be imagined that no one could approach him in enterprise and general commercial ability.
Since World War II, the United States has played a leading role in development assistance in both volume of funds and role. Though the largest bilateral development agency, USAID…
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Since World War II, the United States has played a leading role in development assistance in both volume of funds and role. Though the largest bilateral development agency, USAID is somewhat of an outlier in modes of operation, scope and nature of activities, and place within government. This chapter examines the development and character of U.S. foreign assistance. Like others, the United States provides foreign aid for multiple reasons – to relieve suffering and promote long-term economic and social development, to gain favor with allies, to open markets, to help ensure national security. Security and diplomacy do play a large role in U.S. foreign aid, even in basic education. In the context of U.S. internal politics, both humanitarian/development and diplomatic/security rationales have been necessary to sustain public and government support for foreign aid. Still neither rationale has prevailed; the budget is split nearly in half. The need for a humanitarian rationale may be characteristic of U.S. foreign assistance along with the emphasis on democracy. Yet these programs have sometimes been distorted by the diplomatic rationale and the security needs of the state. Many of these tensions and the constant need to justify foreign aid likely derive from the perennial periodic isolationist thread of U.S. politics, the particular adversarial institutions of U.S. policymaking, and the transparency which leaves these processes open. Even so, U.S. development assistance has played a prominent role in the trajectory of international development post-World War II, and has worked to address many of the great challenges of the times.
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Marina McCarthy, Nancy DiTomaso and Corinne Post
This chapter explores a relatively underresearched assumption in the diversity literature, namely, that more variety in demographic characteristics, educational or functional…
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This chapter explores a relatively underresearched assumption in the diversity literature, namely, that more variety in demographic characteristics, educational or functional backgrounds, or hierarchical status in the workforce represents a wider repertoire of perspectives, approaches, and ways of thinking. Using data from members of innovation teams across 27 organizations in 11 industries (for which variation in thinking should be highly valued), we explore at the individual level whether people with different demographic and informational backgrounds evidence differences in ways of thinking which we define in terms of cognitive styles, learning styles, cultural orientations, and communication preferences. We find large differences in ways of thinking due to culture and communication preferences but modest and limited differences in ways of thinking by level and type of education, occupational function, and hierarchical status. We find few differences by gender. The findings raise questions about the frequently repeated claims that categorical and informational diversity among organizational members reflects differences in ways of thinking.