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Article
Publication date: 20 December 2022

Klodiana Kolomitro, Jenna Inglese, Denise Stockley, Jill Scott and Madison Wright

In 2010, the Ontario Universities Quality Assurance Council was established and became responsible for monitoring the quality of university programs, and each university was…

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Abstract

Purpose

In 2010, the Ontario Universities Quality Assurance Council was established and became responsible for monitoring the quality of university programs, and each university was tasked with establishing institutional quality assurance purposes. The purpose of this study is to evaluate the effectiveness of the quality assurance process at facilitating change at one Canadian institution.

Design/methodology/approach

To better understand the impacts of quality assurance, the authors analyzed 39 self-study documents, which were completed for all academic programs at Queen’s University. Focus groups were also conducted with key stakeholders to gain more insights into the institutional change that resulted from completing these self-studies.

Findings

After the analysis of the self-studies and focus groups, three themes emerged as impacts of completing self-studies: teaching and learning, identity and collaboration and resource allocation and strategic planning. This study demonstrates that self-studies completed by departments have value beyond simply meeting the provincial mandate, as they are effective in catalyzing positive institutional change.

Research limitations/implications

The self-study documents were created for the purpose of institutional quality assurance process, not this research study, therefore limiting the data that could be collected.

Practical implications

Four considerations are provided at the end of this study to spark conversations at other institutions when reviewing and assessing the impact of their quality assurance processes.

Originality/value

To the best of the authors’ knowledge, this is the first time self-studies have been analyzed to evaluate the quality assurance process.

Details

Quality Assurance in Education, vol. 31 no. 3
Type: Research Article
ISSN: 0968-4883

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Abstract

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The Emerald Handbook of Computer-Mediated Communication and Social Media
Type: Book
ISBN: 978-1-80071-598-1

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Book part
Publication date: 17 June 2019

Olimpia Meglio and David R. King

Family businesses dominate the economic landscape and contribute to the market for corporate control across the globe, either as acquiring companies or as target. However, there…

Abstract

Family businesses dominate the economic landscape and contribute to the market for corporate control across the globe, either as acquiring companies or as target. However, there is still limited research investigating acquisitions by or of family firms. The authors begin to remedy this gap by providing a narrative review of extant research. Findings indicate that acquisitions in family firms are primarily regarded as a tool to solve succession problems, and not as a strategic tool to achieve growth. A greater dialog between acquisition and family business scholars can be an important means to improve theory and practice of acquisitions involving family businesses across the globe.

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Book part
Publication date: 14 March 2017

Kenneth M. Moffett

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Forming and Centering
Type: Book
ISBN: 978-1-78635-829-5

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Book part
Publication date: 14 March 2017

Kenneth M. Moffett

Abstract

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Forming and Centering
Type: Book
ISBN: 978-1-78635-829-5

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Article
Publication date: 8 January 2018

Patrick J. Murphy, Jack Smothers, Milorad M. Novicevic, John H. Humphreys, Foster B. Roberts and Artem Kornetskyy

This paper examines the case of Nashoba, a Tennessee-based social enterprise founded in 1824 by Scottish immigrant Frances Wright. The Nashoba venture intended to diminish the…

757

Abstract

Purpose

This paper examines the case of Nashoba, a Tennessee-based social enterprise founded in 1824 by Scottish immigrant Frances Wright. The Nashoba venture intended to diminish the institution of slavery in the USA through entrepreneurial activity over its five years of operation.

Design/methodology/approach

This study methodology entailed mining primary source data from Wright’s letters; communications with her cofounders and contemporaries; and documentations of enterprise operations. The authors examined these data using social enterprise theory with a focus on personal identity and time-laden empirical aspects not captured by traditional methodologies.

Findings

The social enterprise concept of a single, self-sustaining model generating more than one denomination of value in a blended form has a deeper history than the literature acknowledges. As an entrepreneur, Wright made strategic decisions in a context of supply-side and demand-side threats to the venture. The social enterprise engaged injustice by going beyond market and state contexts to generate impact in the realms of institutions and non-excludable public goods.

Research limitations/implications

This study generates two formal implications for the development of new research questions in social enterprise studies. The first implication addresses the relation between social entrepreneurs and their constituencies. The second implication pertains to the effects of macro-level education, awareness and politics on social enterprise performance and impact. The implications herald new insights in social enterprise, such as the limits of moral conviction and the importance of social disruption.

Originality/value

This paper broadens the current understanding of how social enterprises redress unjust and unethical institutions. It also contributes new insights into social enterprise launch and growth based on shared values within communities and coordinated strategic intentions across communities.

Details

Journal of Management History, vol. 24 no. 1
Type: Research Article
ISSN: 1751-1348

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Citizen Responsive Government
Type: Book
ISBN: 978-1-84950-029-6

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Article
Publication date: 17 April 2020

Stella C. Lind and Frank Lattuch

Experience suggests that a loss of trust may occur on both sides of the merger and acquisition (M&A) equation – acquirer and acquiree – though the latter is more generally…

501

Abstract

Purpose

Experience suggests that a loss of trust may occur on both sides of the merger and acquisition (M&A) equation – acquirer and acquiree – though the latter is more generally considered the most affected. The purpose of this paper is to explore how a loss of trust during the M&A process in family firms can be avoided. An acquisition potentially triggers a loss of trust in the workplace and, as a result, a loss of productivity thereby causing the merged business to totter. Moreover, trust in a firm’s owner tends to be a key driver in merging family firms.

Design/methodology/approach

The authors investigated an expanding German family firm that recently acquired other family firms. They conducted in-depth interviews on all hierarchical levels in both the acquiring and the acquired firm. These cases are taken from a wider study of acquiring family firms completed in 2019.

Findings

Value congruence, integrity and openness are found to enhance trust during M&As, in particular, if the new owner of a merged enterprise is also a family entrepreneur. Under certain circumstances, the trust of employees in the acquired firm’s previous owner can be transferred to the new owner.

Originality/value

This study explores how specific circumstances of family firms impacts organizational trust in M&A processes. The developed framework helps family firms to use characteristics of their specific nature as an asset to maintain their employees’ organizational trust before, during and even after M&As.

Details

Journal of Business Strategy, vol. 42 no. 3
Type: Research Article
ISSN: 0275-6668

Keywords

Available. Content available
Book part
Publication date: 6 October 2014

Abstract

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Gender Transformation in the Academy
Type: Book
ISBN: 978-1-78441-070-4

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Book part
Publication date: 1 October 2015

Robert E. Wright

Business corporations (and unincorporated joint-stock companies) formed in Britain and the United States in the eighteenth century and the first half of the nineteenth century…

Abstract

Business corporations (and unincorporated joint-stock companies) formed in Britain and the United States in the eighteenth century and the first half of the nineteenth century were lightly regulated by today’s standards and, as startups, sold equity directly to investors without the aid of intermediaries, yet they suffered relatively few governance breakdowns. That is because republican government-style checks against the arbitrary power of any group of stakeholders (managers, blockholders, directors) suffused their founding documents (charters/constitutions, articles of agreement, bylaws), raising the expected costs of defalcation above the expected benefits. Over the latter half of the nineteenth century, however, the original checks disintegrated. They were functionally replaced twice, first by financial capitalism a la J. P. Morgan, then by corporate raiders and takeover specialists like KKR, but politicians neutralized the first and managers (and judges) the second, leaving many widely held corporations today under the control of CEOs/Board Chairmen who can self-deal with near impunity and have apparent incentives to do so. A return to the precepts of the republican model could help to improve governance outcomes in the future.

Details

International Corporate Governance
Type: Book
ISBN: 978-1-78560-355-6

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