Search results

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb025782. When citing the article, please cite: Michael Chan, (1997), “Serious Fraud Office Report”, Journal of Financial Crime, Vol. 4 Iss: 3, pp. 232 - 234.

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.

Enterprise Systems are comprehensive and complex applications that form the core business operating system for many companies worldwide and throughout most industries. The selection, implementation, use and continuous change of Enterprise Systems (ES) (e.g. mySAP.com) require a great amount of knowledge and experience. Due to the lack of in‐house ES knowledge and the high costs of engaging experienced implementation consultants, organizations realize the need to better leverage their knowledge resources. Managing this knowledge is increasingly important with the second wave of ES projects focusing E‐Business applications like Customer Relationship Management (CRM) and Supply Chain Management (SCM). These new applications embrace an open‐integration strategy that will incorporate and support other vendors’ applications as part of its Internet‐based enterprise computing platform. This paper proposes a framework for managing knowledge in Enterprise Systems. The framework draws its strength from meta‐case studies and comprehensive literature analyses, which is consolidated into a three‐dimensional framework. The preliminary results show that the importance of value‐adding activities and innovation are elemental to knowledge management in the aspect of ES.

Parallel investigations and litigation occur quite commonly. Investigations are frequently lengthy in areas of financial crime, where months can be spent building evidence. Within this period, civil litigants can easily commence an action. The main problem in this situation is when and how much disclosure should take place and to whom. Disclosure in one set of proceedings may be detrimental to another or to an ongoing investigation. For example, a defendant may not wish to disclose certain information in civil proceedings, as it would be detrimental to his criminal trial. However, these documents may be the best way of preventing the civil action from succeeding against him. Thus, the defendant must choose between a successful civil outcome and a possible or even probable criminal conviction. The same predicament faces the prosecution authorities who may risk a certain victory in one set of proceedings against the possibility of revealing a source or prejudicing an ongoing investigation. A variation is where a criminal investigatory body requests non‐disclosure to the defendants in a civil trial to prevent prejudicing a criminal investigation. The Court of Appeal encountered this problem in C v S and others.

In Hong Kong money laundering is mainly governed by two ordinances:

Money laundering is established as a criminal offence and, to date, the prosecution of money laundering has been the responsibility of the Criminal Prosecution Service (CPS) and the Serious Fraud Office (SFO). However, the Financial Services and Markets Bill will provide the Financial Services Authority (FSA) with the power to bring a prosecution for offences under the Money Laundering Regulations. This may result in some confusion as to who should prosecute, particularly as it is established that all three bodies cannot prosecute the same crime since this would allow the defendant to claim double jeopardy. It should be noted that the FSA has stated that it will only prosecute for failing to maintain adequate controls against money laundering and that prosecutions for money laundering itself will be left to the criminal prosecution authorities. Despite this limitation there will still be an overlap between offences that the CPS, SFO and FSA may prosecute. The situation is further clouded, as the FSA will also be able to undertake a disciplinary action. A disciplinary action for money laundering has not been specifically mentioned in the Financial Services and Markets Bill. However, the FSA is most likely to introduce an and money‐laundering statement of principle, particularly as the reduction of financial crime is one of the objectives of the FSA. If a regulated person or institution is found to breach this, they will be subject to a penalty imposed under disciplinary proceedings. In addition, a blanket provision of ‘misconduct’ would also trigger the imposition of a penalty. Therefore, the possibility arises of a criminal prosecution by the FSA for failing to maintain adequate controls against money laundering, a prosecution by the CPS or SFO for money laundering itself and for failure to maintain adequate controls as well as an FSA disciplinary action.

The Serious Fraud Office (SFO) has received a larger number of cases for the third consecutive year. This perhaps reflects the increasingly common affliction of fraud in England. 1995–96 has provided the SFO with a number of high‐profile cases such as the Barings collapse and the Guinness appeal. The Barings collapse is still under investigation.

The challenge of global product design and manufacturing in the networked enterprise is to have an information hub supported by an information infrastructure that is difficult to imitate by competitors. The global company can use this global network to share information among its members and provide fast response to customers. The purpose of this paper is use to the dispersed production network to show where knowledge management can be deployed in operations for gaining competitive advantage.

The case study method was selected as the research method. The case of Hasbro Far East Ltd is presented to depict the components of the information hub and why knowledge management can be effectively deployed in the management of the collaborative product development process.

The findings of the case study support the argument that the streamlined collaborative process can be institutionalised in the form of information hub to facilitate the use of a new business model for global product design and outsourced manufacturing. The new business model guides an incremental approach in transforming the operations of a global enterprise which serves a show case in business process management for benchmarking.

This paper offers a business model of knowledge management in networked enterprise for global product design and manufacturing. The success of using the model depends on the sponsor in the creation of the knowledge‐based system and the ability in resolving conflicts through information sharing among members of networked enterprise. Future research should concentrate on developing enterprise performance tools to facilitate the alignment of views from different participants of the network so that they can become sponsors earlier in committing to the development of an information hub for knowledge management and achieve the new dispersed production network business model.

Findings may pose interesting implications for global entrepreneurs, policymaker, suppliers and supporting institutions, for the way they work together to gain the most benefits and competitive advantage from the new business model.

To deal with financial constraints and increasing demand on accountability, government administrators have begun implementing modern management tools in their organizations. The balanced scorecard, a performance and strategic management system, has been adopted in for‐profit organizations with success and its application in the government sector is explored in this study. Results of a survey of municipal governments in the USA and Canada show that there is limited use of the balanced scorecard. Most municipal governments, however, have developed measures to assess their organizations' financial, customer satisfaction, operating efficiency, innovation and change, and employee performance. Respondent administrators, in general, have confidence in the quality of the performance measures and about half reported that these measures were used to support various management functions. The respondent administrators also have a good understanding of the balanced scorecard and the implementers are positive about their experience.

This study aims to evaluate the behavioral predictors that affect tourists’ intentions to visit silver screen destinations.

The survey questionnaire was composed of multi-item measures, and a total of 432 questionnaires were collected by purposive sampling technique. Participants were asked about sensory stimuli, social stimuli, naturalistic stimuli, cultural stimuli, hospitality culture stimuli, cognitive responses, affective responses and behavior approach, which were evaluated using a seven-point Likert scale.

The authors discovered that cognitive and affective responses positively influence the tourists’ intention toward destinations with film-induced tourism, because tourists highly value unique and refreshing symbolic connotations of silver screen destinations, which are commonly predisposed to nostalgia and poetic on the scene.

The originality of this study and the theoretical value of the present research lies with revealing specific relations within the film-induced experienscape constructs that are based on the multistakeholder and multidisciplinary approach. Moreover, this study puts forward constructive suggestions for destination stakeholders in regard to how to market film-induced tourism that uses a multidisciplinary approach that is encompassed by experienscape constructs, which thereby reinforces the film-induced tourists’ experience and their behavior approach.