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Publication date: 14 July 2006

Four Arrows (aka Don Jacobs)

Short-term military simulations of scenarios or conditions that U.S. military personnel might meet are generally the largest, in terms of cost and personnel, of all operational…

Abstract

Short-term military simulations of scenarios or conditions that U.S. military personnel might meet are generally the largest, in terms of cost and personnel, of all operational training events. That at least six such exercises were scheduled for September 11, 2001 raises serious questions about whether or not the events of 9/11 were at least partially orchestrated by U.S. command.

In light of the aforementioned military exercises and the fact that the 9/11 Commission's Final Report barely mentions them, neither were they significantly discussed nor investigated during the hearings, this essay briefly explores four key questions that will hopefully stimulate further inquiries, investigations and perhaps subpoenas that will ultimately break the silence and force declassification of the information surrounding the war games.1.Has there been a high-level suppression of information about the military drills?2.Might the military drills have been a significant factor in the success of the attacks?3.Who was in charge of the military drills and what motives may have been operating for this person?4.In what way might Zacarias Moussaoui, the only person charged in the United States for the attacks, be a link that connects to the person in charge of the games to another tragedy that may have been “an inside job” – i.e. Senator Paul Wellstone's death, and how might Moussaoui connect all of this to the Pentagon?

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The Hidden History of 9-11-2001
Type: Book
ISBN: 978-1-84950-408-9

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Book part
Publication date: 14 July 2006

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The Hidden History of 9-11-2001
Type: Book
ISBN: 978-1-84950-408-9

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Article
Publication date: 17 August 2010

Claire Seaman, Stuart Graham and Richard Ben

1136

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International Journal of Entrepreneurial Behavior & Research, vol. 16 no. 5
Type: Research Article
ISSN: 1355-2554

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Article
Publication date: 1 January 2002

Ben L. Kedia, Richard Nordtvedt and Liliana M. Pérez

International management researchers have examined the relationships between many components of strategy including mode of entry (e.g., Anderson and Gatignon, 1986; Hill, Huang…

3922

Abstract

International management researchers have examined the relationships between many components of strategy including mode of entry (e.g., Anderson and Gatignon, 1986; Hill, Huang and Kim, 1990; Kim and Huang, 1992; Kogut and Singh, 1988), international collaboration (e.g., Bresser and Harl, 1986; Buckley and Casson, 1988; Contractor and Kundu, 1988; Osborn and Baughn, 1990; Parkhe, 1993), and global integration vs. local responsiveness (e.g., Athanassiou and Nigh, 1999; Prahalad and Doz, 1987; Roth and Morrison, 1990; Taggart, 1998), among other things. Other management scholars have written about decision‐making from multiple perspectives including bounded rationality (Simon, 1955) and speed (Eisenhardt, 1989; Nordtvedt, 2000). Another subject of interest to management scientists has been that of leadership and its influence on organizational performance (e.g., Petrullo & Bass, 1961; Stodgill, 1974; Burns, 1978; and Bass, 1985). Although these three dimensions of the management discipline (i.e., international strategies, decision‐making, and strategic leadership) are individually important to organizational success, they have not yet been collectively researched or conceptually reviewed to understand how the nature of their interaction affects the internationalization of the multinational corporation.

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Competitiveness Review: An International Business Journal, vol. 12 no. 1
Type: Research Article
ISSN: 1059-5422

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Book part
Publication date: 14 July 2006

Bryan Sacks

Despite its stated intention to be independent, impartial and thorough, the 9-11 Commission was none of the three. The Commission was structurally compromised by bias-inducing…

Abstract

Despite its stated intention to be independent, impartial and thorough, the 9-11 Commission was none of the three. The Commission was structurally compromised by bias-inducing connections to subjects of the investigation, and procedurally compromised, among other reasons, by (1) its failure to take up promising lines of inquiry and its failure to try to force the release of key documents that were closely guarded by the Bush administration, the FBI and various intelligence agencies; (2) its distortion of information about pre-9-11 military preparedness, foreknowledge of the attacks or attacks of like-kind; and (3) omissions of information related to the funding of the plot and the specific whereabouts of key officials on the morning of September 11, 2001.

These structural compromises and procedural failings converged to assure that the Commission would not challenge core elements of the “official story” of the 9-11 attacks. This failure was compounded by the Commission's desire to produce a final report that would read as a “historical narrative” rather than as an exhaustive set of findings on the critical unanswered questions that arose after the attacks. The Commission's unquestioning acceptance of the official narrative also meant that it missed a perhaps larger opportunity to challenge key myths associated with American exceptionalism. Thus, the 9-11 Commission ultimately functioned as an instrument of cultural hegemony, extending and deepening the official version of events under the guise of independence and impartiality.

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The Hidden History of 9-11-2001
Type: Book
ISBN: 978-1-84950-408-9

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Article
Publication date: 1 February 2000

George J. Moscarino, Laura Tuell Parcher and Michael R. Shumaker

The corporate disclosure decision is one of the most difficult decisions any corporation, its management and counsel will face. If a corporation learns that it or one of its…

305

Abstract

The corporate disclosure decision is one of the most difficult decisions any corporation, its management and counsel will face. If a corporation learns that it or one of its employees has engaged in a fraud or crime, the corporation, through its officers and directors, must decide whether it should disclose the fraud or crime to the government and, if the decision to disclose is made, what the scope of the disclosure should be. These decisions are fraught with dangers which threaten to expose the corporation and its employees to civil and criminal liability.

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Journal of Financial Crime, vol. 7 no. 4
Type: Research Article
ISSN: 1359-0790

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Article
Publication date: 18 January 2008

Christine D. Reid

347

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Reference Reviews, vol. 22 no. 1
Type: Research Article
ISSN: 0950-4125

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Article
Publication date: 16 May 2019

Malik Hussain and Abdul Hadi

This study aims to examine the association between corporate governance mechanism and firm performance measured by return on assets (ROA). The question is whether an effective…

1104

Abstract

Purpose

This study aims to examine the association between corporate governance mechanism and firm performance measured by return on assets (ROA). The question is whether an effective corporate governance mechanism is able to increase the firm performance of Bursa and Construction Industry Development Board (CIDB) Klang Valley, Malaysia. The main purpose of this study is the in-depth analysis of the corporate governance mechanism and construction industry Malaysia via Bursa and CIDB.

Design/methodology/approach

Following the primary and secondary data comparative approach, data are collected from 46 listed construction companies and 250 CIDB-registered SMEs for the financial year 2015. Descriptive statistics, Pearson correlation test are reported, and model estimation is performed using logistic regression.

Findings

The empirical outcome shows that the corporate governance mechanism is significant in case of the CIDB Malaysia-registered SMEs. While, it has insignificant impact on firm’s performance for Bursa Malaysia.

Practical implications

This paper offers evidence specifically for Bursa and CIDB Malaysia construction industry. It can also provide guidance to the board of directors for the subscription of shares under the corporate governance measures at Bursa Malaysia. The findings also suggest that CIDB should increase awareness regarding institutional investment to assist the securities market to develop further.

Originality/value

This study gives an indication about corporate governance, specifically for the CIDB-registered SMEs and Bursa Malaysia. It also discusses the matter of firm performance under the light of corporate governance.

Details

Corporate Governance: The International Journal of Business in Society, vol. 19 no. 3
Type: Research Article
ISSN: 1472-0701

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Book part
Publication date: 15 November 2005

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Lessons in Leadership
Type: Book
ISBN: 978-0-76231-253-5

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Article
Publication date: 13 June 2016

Philip A. Ritson and Lee D. Parker

This paper aims to examine the employment of the military metaphor by the management thinker and writer Lyndall Urwick who in the twentieth century developed and articulated his…

761

Abstract

Purpose

This paper aims to examine the employment of the military metaphor by the management thinker and writer Lyndall Urwick who in the twentieth century developed and articulated his ideas over a 60-year period, arguably the longest continuous period of any management writer of his day.

Design/methodology/approach

This study draws on published research into Urwick as well as upon the breadth of his published writings over a 60-year period. It offers a contextualised explanatory analysis of his military theory ideas and explores their lack of traction by reference to British military, economic and social history.

Findings

The study reveals the wartime context that surrounded the emergence of his ideas and motivated Urwick’s faith in the military approach to management. This stood in contrast to the countervailing forces of the post-war decline in British industry and a populist mythology of British Army mismanagement and failure in the Great War.

Originality/value

In this case of a management idea’s failure to gain traction, the importance of the congruence between management theory and societal beliefs emerges as crucial to the likely uptake of new management thinking.

Details

Journal of Management History, vol. 22 no. 3
Type: Research Article
ISSN: 1751-1348

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