When Britain became a member of the EEC in 1973 the impact on managerial practice was neither immediate nor obvious. British multinationals continued to function on a global…
Abstract
When Britain became a member of the EEC in 1973 the impact on managerial practice was neither immediate nor obvious. British multinationals continued to function on a global scale, whilst small to medium‐sized companies were initially disinterested, or deterred by harmonisation legislation affecting their operations. As John Stopford's 1976 study showed, British multinationals' annual increase in direct investment in the six was already running at an average of 37 per cent in the years preceding and following Britain's entry into the EEC (1970–74). Their pattern was well‐established prior to membership. In addition, a 1977 survey of 100 UK public companies indicated the extent to which smaller firms have taken the opportunity over the intervening six years to diversify, developing export markets and establishing foreign subsidiaries: 92 per cent of firms surveyed recorded an average 36 per cent increase in ‘foreign sales as a percentage of total sales’. In some instances, where companies recorded more than a 70 per cent increase in foreign sales over the five‐year period, these interests now outweigh home operation. I ascribe this ‘considerable shift of emphasis outside the UK’ to ‘the pressure to protect markets abroad by local production, and to establish a physical presence in key markets, notably those of the Continent’. Undoubtedly, lack of scope in the British economy has been a strong contributory factor, but coupled with access to new markets in Europe, it has meant a radical change in operating patterns for companies which ten years ago would not have considered Europe.
In November 1981, the author was approached by the BBC for assistance in preparing a series of TV programmes for transmission in April 1982 on British management since UK entry…
Abstract
In November 1981, the author was approached by the BBC for assistance in preparing a series of TV programmes for transmission in April 1982 on British management since UK entry into the EEC. This article is an edited version of material provided for the series.
“The international manager is dead; long live the international manager”. This sums up the changes that have taken place in the role and responsibilities of the international…
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“The international manager is dead; long live the international manager”. This sums up the changes that have taken place in the role and responsibilities of the international manager in the past decade. Fifteen years ago he was one of a relatively small band of intrepid jet‐setters working for a multinational company, or a career expatriate serving his time in a former British colony. His responsibilities were high, his suitcase rarely unpacked and his links with England tenuous. He developed the necessary international skills at a comfortable pace, consolidating experience over several years, secure in the knowledge that he was part of a specialist élite.
In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of…
Abstract
In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.
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A major complaint by those offering carrers guidance to adults is the lack of suitable carrer literature. Compromising adults obviously can make considerable use of literature…
Abstract
A major complaint by those offering carrers guidance to adults is the lack of suitable carrer literature. Compromising adults obviously can make considerable use of literature meant for school and college leavers, but often there is translation to be done and questions left unanswered. It was this gap that led me to produce a modest attempt at guidance for adults in Carrer Change published by CRAC. Now we have a partly complementary volume offering information for adults seeking self‐development mainly via education.
Paula Kaufman and Sarah Barbara Watstein
The purpose of this paper is to interview Paula Kaufman, Dean of Libraries, to help better understand return on investment (ROI) and the increasing importance of demonstrating our…
Abstract
Purpose
The purpose of this paper is to interview Paula Kaufman, Dean of Libraries, to help better understand return on investment (ROI) and the increasing importance of demonstrating our value, as libraries, as librarians, indeed, as public service librarians.
Design/methodology/approach
During 2007, a small project team was assembled to develop a model that would calculate a return on investment to an institution for its library. The team consisted of Chrysanne Lowe and Kira Cooper from Elsevier, Paula Kaufman from UIUC, Judy Luther of Informed Strategies, and Dr Carol Tenopir from the Center for Information and Communication Studies at the University of Tennessee, Knoxville.
Findings
The results of this groundbreaking study were reported early this year in a white paper entitled, “University investment in the library: what's the return? A case study at the University of Illinois at Urbana‐Champaign” by Judy Luther. The model the team developed showed a 4‐to‐1 return.
Originality/value
This study seeks to determine the value of ROI and in library terms ROI refers to the return on an organization's investment in its library. ROI would therefore answer the question of how much quantifiable value the University received for every dollar it invested in its library.
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Sebastian J. Lowe, Lily George and Jennifer Deger
This chapter looks at what it means to set out to do anthropological research with tangata whenua (New Zealanders of Māori descent; literally, ‘people of the land’), from the…
Abstract
This chapter looks at what it means to set out to do anthropological research with tangata whenua (New Zealanders of Māori descent; literally, ‘people of the land’), from the particular perspective of a Pākehā (New Zealander of non-Māori descent – usually European) musical anthropologist with an interest in sound-made worlds. In late 2017, Lowe was awarded funding for a conjoint PhD scholarship in anthropology at James Cook University, Australia, and Aarhus University, Denmark. However, following advice from several colleagues in Aotearoa New Zealand, Lowe decided to assess the viability of the project with his prospective Māori and non-Māori collaborators prior to officially starting his PhD candidature. Throughout this process of pre-ethics (Barrett, 2016), Lowe met with both Māori and non-Māori to discuss the proposed PhD project; a ‘listening in’ to his own socio-historical positioning as a Pākehā anthropologist within contemporary Aotearoa New Zealand. This approach to anthropological research is in response to George (2017), who argues for a new politically and ethnically aware mode of anthropology that aims to (re)establish relationships of true meaning between anthropology and Māori in Aotearoa New Zealand.
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Peter Jones, Daphne Comfort and David Hillier
Acknowledges there is an increasing recognition that corporate retail power is the driving force for the supply chain. States a variety of large shopping developments in out of…
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Acknowledges there is an increasing recognition that corporate retail power is the driving force for the supply chain. States a variety of large shopping developments in out of town and edge of town locations, plus continued construction and redevelopment of shopping centres within town and city centres, provide a potential physical pointer regarding retail corporate power. Concludes that major retail centres seem to be prioritised above more informal retail activities, such as street traders.
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Gangaram Singh and Alex DeNoble
The United States (U.S.) is a truly multi-ethnic society. White Anglo Americans are still the majority group, but the non-white group has recorded a sizable increase. Non-white…
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The United States (U.S.) is a truly multi-ethnic society. White Anglo Americans are still the majority group, but the non-white group has recorded a sizable increase. Non-white Americans make up about 26% of the population of the nation as a whole, and this number is projected to reach 31% by the year 2020 (Judy & D’Amico, 1997). The primary source regions of immigrants now include Mexico, Asia, South and Latin America, and other non-European areas. Established U.S. native minority populations historically consisted of African-Americans, native Indians, and second-generation Mexican immigrants (Cox, Lobel & McLeod, 1991).