States that since 1980, UKOLN has been carrying out a survey to monitor the availability of bibliographic records in the BNB files on the British Library automated information…
Abstract
States that since 1980, UKOLN has been carrying out a survey to monitor the availability of bibliographic records in the BNB files on the British Library automated information service (Blaise). Work on the ordering stage sample is now to be extended by investigating the availability of records from other sources of bibliographic records. Looks at the survey and the new sources to be included in the extended survey. Divides the participant sources (BNB, BDS, Book Data, J. Whitaker & Sons, BLCMP, CURL, LASER, OCLC and SLS (Information Systems) Ltd into two groups and describes the survey methodology and sample structure. Presents a set of source profiles which have been prepared as background material to accompany the results for each source since straight comparisons would not be advisable, given the differences in objectives and set‐up of the sources. Gives some comparisons of the features of different sources.
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Various measures exist to determine the quality, however defined, of records in a database or catalogue but there has been less work in developing quality measures for catalogues…
Abstract
Various measures exist to determine the quality, however defined, of records in a database or catalogue but there has been less work in developing quality measures for catalogues or databases. UKOLN has carried out work on record quality and catalogue/database performance measurement since 1980. Recently UKOLN has extended its work on the currency of records in the BNB files on the British Library database to a number of other sources of bibliographic records. The results of the Multi‐Source Currency survey presented here have highlighted a number of issues relating to the bibliographic record coverage of the UK imprint.
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The IBM 2006 CEO study (which interviewed 765 CEOs, business executives and public sector leaders) took a comprehensive global look at a topic that is increasingly important to…
Abstract
Purpose
The IBM 2006 CEO study (which interviewed 765 CEOs, business executives and public sector leaders) took a comprehensive global look at a topic that is increasingly important to leaders worldwide: innovation.
Design/methodology/approach
The study's findings covered three major areas, such as the value of external collaboration, the importance of business model innovation, and the need for consistent business and technology integration.
Findings
Two out of every three CEOs interviewed expect fundamental changes for their organizations over the next two years. Surprisingly undaunted by this challenge, they see innovation as a means to seize opportunities.
Practical implications
In the IBM study: 76 percent of all CEOs ranked business partnerships and collaboration as important for innovation – but only half of the CEOs surveyed believed their organizations were collaborating beyond a moderate level. Only 14 percent of CEOs ranked internal R&D as a significant source for new ideas.
Originality/value
Approximately one‐third of CEOs' innovation emphasis is now targeted at business model innovation – innovation in the structure and/or financial model of the business.
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To ascertain whether the choices CEOs were making about particular types of innovation and key enablers had any correlation with financial performance, IBM looked at a subset of…
Abstract
Purpose
To ascertain whether the choices CEOs were making about particular types of innovation and key enablers had any correlation with financial performance, IBM looked at a subset of our sample where publicly reported financial information was available.
Design/methodology/approach
The findings in this report are based on in‐depth, consultative interviews on the topic of innovation with 765 CEOs, business executives and public sector leaders from around the world.
Findings
For a subset, the authors compared their financial performance to that of an industry‐accepted list of their nearest competitors (up to ten companies with similar revenue and publicly available information). Some of their competitors were CEO study participants, but most were not. By taking a five‐year view, the researchers were able to identify which companies outperformed and under‐performed the average revenue growth, operating margin growth and historical operating margins of their closest competitors.
Research limitations/implications
Throughout the analysis, IBM used these top‐half and bottom‐half groupings to look for notable financial correlations. In this report, the term outperformers refers to the study participants that are in the top 50 percent based on this competitive comparison, and under‐performers are those that fall in the bottom 50 percent.
Practical implications
The authors report on how business leaders are seeking and finding new ways to adapt their business models to remain competitive in their current industry – or to seek growth by entering new industries.
Originality/value
Companies focusing on business model innovation have enjoyed significant operating margin growth, while those using products/services/markets and operational innovation have sustained their margins over time.
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During the past decade, a fairly extensive literature on the digital divide has emerged. Many reports and studies have provided statistical data (Digital Divide Network, 2002;…
Abstract
During the past decade, a fairly extensive literature on the digital divide has emerged. Many reports and studies have provided statistical data (Digital Divide Network, 2002; NTIA, 1995, 1998, 1999, 2000) pertaining to sociological aspects of ‘the divide,’ while some studies have examined policy issues involving universal service (Camp and Tsong, 2001) and universal access (Brewer and Chuter, 2002). Other studies have suggested ways in which the digital divide could be better understood if it were ‘reconceptualized’ in terms of an alternative metaphor, e.g. a ‘divide’ having to do with literacy (Warschauer, 2002), power (Moss, 2002), content (Carvin, 2000), or the (information) environment (Floridi, 2001). However, with the exception of Johnson (2001) and Koehler (2002), authors have tended not to question ‐ at least not directly ‐ whether the digital divide is, at bottom, an ethical issue. Many authors seem to assume that because disparities involving access to computing technology exist, issues underlying the digital divide are necessarily moral in nature. Many further assume that because this particular ‘divide’ has to do with something that is digital or technological in nature, it is best understood as a computer ethical issue. The present study, which examines both assumptions, considers four questions: (1) What exactly is the digital divide? (2) Is this ‘divide’ ultimately an ethical issue? (3) Assuming that the answer to (2) is ‘yes,’ is the digital divide necessarily an issue for computer ethics? (4) If the answer to (3) is ‘yes,’ what can/should computer professionals do bridge the digital divide?
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This study aims to synthesize qualitative research in the accounting and management literature that builds on the concept of enabling formalization. The framework for the…
Abstract
Purpose
This study aims to synthesize qualitative research in the accounting and management literature that builds on the concept of enabling formalization. The framework for the meta-synthesis integrates formal management control system (MCS) design applying the package typology and two modes of MCS use, namely, diagnostic and interactive.
Design/methodology/approach
The meta-synthesis is based on 34 case studies gathered by a systematic literature search. Qualitative research mining software (Leximancer) was used to facilitate an initial analysis, upon which an in-depth manual analysis was conducted.
Findings
The findings indicate that the generic features of enabling formalization – specifically, flexibility and repair – help employees better deal with inevitable contingencies in their daily work through continuous self-improvement. In many circumstances, there is a need to change common organizational practices, which sometimes requires realignment to direct employee behavior toward goal congruence. The (temporary) coercion of employees does not seem to cause dysfunctional behavior or resistance as long as the broader MCS package follows the design features of enabling formalization – specifically, transparency. The interactive use of personnel/cultural controls appears to play a crucial role within the whole MCS package in balancing tensions between coercion and enabling formalization.
Originality/value
This study adds to the understanding of formal MCS design characteristics perceived by managers and employees as enabling. Furthermore, it shows how managers of these organizations use formal MCS under enabling formalization.