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This case presents a series of financial events for students to record and to use in preparing financial statements.

Revised version of UVA-C-0736 This case uses projected transactions for the first day and first year of a start-up business as a basis for preparing journal entries, T-accounts, and projected financial statements. There is sufficient information included to calculate a sales breakdown point. This is a start-up business, so no opportunity is provided to ask what additional information is needed to prepare more realistic statements.

This paper introduces the concept of strategic advantage and distinguishes it from competitive advantage. This concept helps to explain the full nature of sustainable competitive advantage through uncovering the dynamics of resource‐based strategy. A new classification of resources emerges, demonstrating that rents are more relevant than profits in the analysis of sustainable competitive advantage.

The purpose of this paper is to describe how a management development programme based on situated learning theory resulted in change for individuals, organisational culture and performance. The case study illustrates how new understandings about learning in the workplace and in higher education points towards the need to take account of the context in which learners utilise their knowledge and skills.

Quantitative and qualitative strategies were used to provide an evaluation of the impact of a management development programme in a group of companies. A questionnaire, focus groups and semi‐structured interviews were used to collect data on three cohorts of supervisors and middle managers at different stages of the programme. A triangulated approach was adopted towards data analysis that illuminated a broad and deep change process.

Positive cultural change was a significant benefit to the host organisation from the training programme. It was apparent that training can move beyond individual development to bring about organisational gains.

Future research might adopt a longitudinal design and facilitate a co‐researcher approach using students' learning logs of workplace experiences.

Situated approaches to learning in higher education and the workplace need to be developed further to enhance workplace performance. A proposal is made for “learning consultants” to move between the two environments and facilitate knowledge exchange and improve understanding of the variety of learning contexts in business and educational settings.

A data driven case study on the relationship between training, culture and organisational performance suggests that new approaches to learning require partnerships between the worlds of work and university that traverses theory, practice and personnel.

This paper aims to present the case study of Arçelik, which has become Turkey's leading manufacturer and exporter of home appliances, as a means of offering insight into why, how and with what results companies from developing countries expand internationally.

Primary data have been drawn from in‐depth interviews conducted with senior executives and industry experts, and this has been based on a statistical analysis of the export and international strategies of Turkish home appliance and television set industry.

The evidence indicates that international expansion may buffer a firm against fluctuations of demand in its home market and provide opportunities for growth. Difficulties faced by a later arrival from a developing country are greater than established rivals, and a developing country firm will have to rely on different resources and different operational strategies in developed vs developing markets.

Even though one case cannot yield general conclusions, it may indicate fruitful theoretical directions. This study raises issues worthy of further investigation. On the outset, it would be useful to apply the four propositions to more Turkish MNEs in order to test the robustness of the conclusions.

The study has important implications for companies from developing countries. First, international expansion appears to be a viable means of offsetting home‐market volatility for emerging‐country firms. Second, international expansion is still predicated on significant investments in firm‐specific advantages and their development may shorten the internationalization process.

The report contributes to knowledge in the area of international expansion of companies from developing countries by providing evidence on how one company has achieved a world position in a highly competitive market through selective use of quality, innovation, and branding based on the competitive position that is available in each of its chosen markets. In particular, it contributes to the limited evidence on the international expansion of Turkish companies at the present time.

The substance of this article was prepared for and delivered as the keynote address at the Joint Information Systems Committee’s Electronic Libraries Conference, “Information Ecologies: The Impact of New Information Species,” 2‐4 December 1998, York, UK. With a prefatory warning about the useful limits of metaphor, the ecological principles of equilibrium, opportunism, symbiosis and ecological succession are applied to the information economy. The potential implications for publishers, libraries, and new information types are explored.

Creates a framework for evaluating the marketing strategy dimensions of remanufacturing. Discusses resource recapture and how diffusion theory may be applied to the adoption of the remanufacturing/remarketing concept. Concludes that the diffusion of renovation will depend on the right firms having the right motivations to adopt the concept of remanufacturing/remarketing.

Some educators and teachers, when seeking to adopt a new pedagogy or technology, neglect to search for motivation. What will motivate the learner to accept and participate in any new method or technology offered by others? Based on personal experience, realistic observations, and literature reviews, we find that many educators and teachers suggest new pedagogy or technology for different purposes without consulting the ultimate beneficiary, who is the learner. Such behavior often creates resistance on the part of learners that negatively affects the desired outcomes.

From the lessons learned, for teachers in higher education (HE) to succeed in introducing or adopting a new pedagogy, such as active learning or modern technology, the learners' opinions must be explored, their points of view recognized, and their involvement in decision-making encouraged. We start by telling them what they should learn (curriculum, objectives, and content), then suggesting new pedagogy and technology and searching for consensus with the majority to get the required motivation. Active learning pedagogy is no exception here.

This chapter contributes to highlighting the importance of motivation for the success of active learning practices. Aiming to encourage educators and teachers to search for motivation before adopting a new project, pedagogy, or technology. This study offers a strategy to guide active learning practices in HE. We expect a positive impact of active learning practices in (HE) when such strategy (i.e., seeking motivation) is not neglected. The content analysis approach was adopted to collect data, and the data was analyzed by Excel. Finally, some recommendations were made.

While large corporations have metrics experts, most managers do not need skills of that order. What they need is a clear understanding of how measurements affect the activities and behavior of their own organizations.