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Article
Publication date: 1 January 1977

R. BUCKLAND and K.A. YEOMANS

Introduction In a recent article in this Journal Newbould, Stray and Wilson (1976) analysed the discounts or premiums on the price of newly issued equities by reference to the…

70

Abstract

Introduction In a recent article in this Journal Newbould, Stray and Wilson (1976) analysed the discounts or premiums on the price of newly issued equities by reference to the issue adviser. Their conclusions, based on a comparison between 1959–63 and 1969–73, were that (a) the most efficient advisers (those showing the lowest discounts) gained business between these periods and (b) new entrants to the market accounted in part for the general increase in efficiency observed over the decade. The evidence therefore appeared to support their basic hypotheses that resources tend to flow from inefficient towards efficient firms and that efficiency tends to rise in markets where freedom of entry exists.

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Journal of Economic Studies, vol. 4 no. 1
Type: Research Article
ISSN: 0144-3585

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Article
Publication date: 1 January 1976

G.D. NEWBOULD, S.J. STRAY and K.W. WILSON

Significant differences in efficiency among issuing houses existed in the period 1959—63. Against that background two hypotheses from industrial economics are tested: that…

68

Abstract

Significant differences in efficiency among issuing houses existed in the period 1959—63. Against that background two hypotheses from industrial economics are tested: that resources tend to flow from inefficient firms toward the efficient firms, and, efficiency tends to rise where freedom of entry exists. The first hypothesis is inherent in market‐based economics and the second originates in the work of Bain. The hypotheses are important because earlier work showed a significant maldistribution of financial resources and financial rewards was taking place at a most critical time in a company's development.

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Journal of Economic Studies, vol. 3 no. 1
Type: Research Article
ISSN: 0144-3585

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Article
Publication date: 1 May 1983

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of…

16774

Abstract

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

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Management Decision, vol. 21 no. 5
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 1 December 2004

J.S. Goulding and M. Alshawi

Information technology (IT) has often been cited as being able to create competitive advantage. However, the degree of leverage is often dependent upon several factors, not least…

389

Abstract

Information technology (IT) has often been cited as being able to create competitive advantage. However, the degree of leverage is often dependent upon several factors, not least the type and level of IT training provided, resources available, management commitment, and prevailing level of corporate culture. This paper introduces the generic processes involved in developing an IT training framework in order to support and deliver the business strategy, and presents findings in the form of a generic IT training model. This model identifies the sequential stages needed to commission and deploy IT training in a construction environment in the form of an implementation roadmap. This model was developped with two leading UK construction organizations. Findings have identified that seven core process phases should be considered before committing resources to training. Recommendations include identifying the core business benefits and matching these to the training outcomes, albeit cognisant of barriers such as lack of empowerment, organizational culture, resource limitations, and so on.

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Construction Innovation, vol. 4 no. 4
Type: Research Article
ISSN: 1471-4175

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Book part
Publication date: 5 November 2016

Ioanna D. Constantiou, Arisa Shollo and Morten Thanning Vendelø

An ongoing debate in the field of organizational decision-making concerns the use of intuition versus analytical rationality in decision-making. For the purpose of contributing to…

Abstract

An ongoing debate in the field of organizational decision-making concerns the use of intuition versus analytical rationality in decision-making. For the purpose of contributing to this debate we use a rich empirical dataset built from a longitudinal study of information technology project prioritization in a large financial institution to investigate how managers make space for the use of intuition in decision-making. Our findings show that during project prioritization meetings, senior decision makers apply three different techniques: bringing-in project intangibles, co-promoting intuitive judgments, and associating intuitive judgments with shared group context, when they make space for intuition in decision processes.

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Uncertainty and Strategic Decision Making
Type: Book
ISBN: 978-1-78635-170-8

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Article
Publication date: 1 February 1982

M.W. Bell, M.S. Silver and S.J. Stray

This article identifies serious weaknesses in various commonly used methods of measuring “average” growth rates over several time periods. An alternative method is proposed which…

75

Abstract

This article identifies serious weaknesses in various commonly used methods of measuring “average” growth rates over several time periods. An alternative method is proposed which satisfies two essential criteria: firstly it smoothes the data to remove “exceptional variation” in the time series, and secondly, it incorporates a compounding process which, it is suggested, is an essential requirement of a “correct” average growth rate.

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Journal of Economic Studies, vol. 9 no. 2
Type: Research Article
ISSN: 0144-3585

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Article
Publication date: 1 January 1993

R.J. Limmack

Published reviews of the extensive body of research into mergers and acquisitions have generally concluded that shareholders as a body are not adversely affected by acquisition…

368

Abstract

Published reviews of the extensive body of research into mergers and acquisitions have generally concluded that shareholders as a body are not adversely affected by acquisition activity. For example Jensen and Ruback (1983) conclude that ‘corporate takeovers generate positive gains, that target firm shareholders benefit, and that bidding firm shareholders do not lose’. In a review of more recent research, however, Jarrell, Brickley and Netter (1988) conclude that acquirers ‘receive at best modest increases in their stock price, and the winners of bidding contests suffer stock‐price declines as often as they do gains’.

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Managerial Finance, vol. 19 no. 1
Type: Research Article
ISSN: 0307-4358

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Article
Publication date: 1 January 1977

K.W. WILSON and S.J. STRAY

In response to the paper by Buckland and Yeomans in this issue, we would make the following points.

21

Abstract

In response to the paper by Buckland and Yeomans in this issue, we would make the following points.

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Journal of Economic Studies, vol. 4 no. 1
Type: Research Article
ISSN: 0144-3585

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Article
Publication date: 14 June 2013

Frank Lefley

The purpose of this paper is to identify current practice in respect of the appraisal of both information communication technology (ICT) and non‐ICT capital investments, and to…

1098

Abstract

Purpose

The purpose of this paper is to identify current practice in respect of the appraisal of both information communication technology (ICT) and non‐ICT capital investments, and to elicit the opinions of senior executives on the various issues concerning such investment practices.

Design/methodology/approach

Empirical research based on data from a postal questionnaire, designed around a factual and attitudinal survey.

Findings

This research presents evidence of the financial and risk assessment models used by practitioners in the appraisal of both ICT and non‐ICT capital projects. It shows that there was no significant difference between ICT and non‐ICT appraisals in this respect. It does, however, show that there are significant differences between the two types of projects in respect to other important appraisal/evaluation issues. It also uncovers important issues regarding ICT globalisation, project champions, post audits and appraisal teams.

Research limitations/implications

This research does not identify the approach adopted, or the models used, to appraise strategic issues. This is an area for future research.

Practical implications

This research presents data that will assist both practitioners and academics in a greater understanding of the appraisal of both ICT and non‐ICT projects, which will pave the way to better decision making in the future.

Originality/value

It is believed that this is possibly the only survey to simultaneously address the appraisal issues concerning both ICT and non‐ICT projects.

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International Journal of Managing Projects in Business, vol. 6 no. 3
Type: Research Article
ISSN: 1753-8378

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Article
Publication date: 9 October 2023

Sachidanandam Sakthivel

Cost-benefit (C/B) analysis helps to determine the economic feasibility of business software investments. Research literature and published practices do not recognize substantial…

292

Abstract

Purpose

Cost-benefit (C/B) analysis helps to determine the economic feasibility of business software investments. Research literature and published practices do not recognize substantial software maintenance costs in C/B analysis. Current analyses emphasize the benefits of an initial investment but do not consider the recurring benefits of each enhancement during the software lifecycle. Such analyses could lead to incorrect investment decisions and lost business opportunities. This article aims to review current research on software lifecycle costs and develop a theoretically sound C/B analysis.

Design/methodology/approach

This article reviews current C/B analyses and discusses their shortcomings in treating the significant recurring maintenance costs. It analyzes the findings of various studies on software maintenance and synthesizes these findings to identify the nature of various maintenance costs and their benefits. Based on the synthesis, it theorizes various cost and benefit elements for inclusion in a revised C/B analysis.

Findings

This article identifies each recurring maintenance cost relevant to C/B analysis. It also identifies recurring benefits from each enhancement that hitherto have been omitted. Finally, this article discusses how these costs and benefits should be treated in the revised C/Bs analysis.

Research limitations/implications

This is a conceptual paper proposing a new C/B analysis and requires an empirical validation.

Practical implications

This article provides a revision of the C/B analysis that is long overdue. It will help to justify a software investment correctly, rank software projects that compete for limited funds and help create a sound software project portfolio. Since 20% of software products may incur 80% of software investment, this analysis will help to make correct software investments and avoid lost business opportunities. This article also describes a practical method to use the revised C/B analysis.

Originality/value

This article provides a revision of the C/B analysis that is long overdue. It will help to justify a software investment correctly, rank software projects that compete for limited funds and help create a sound software project portfolio. Since 20% of software products may incur 80% of software investment, this analysis will help to make correct software investments and avoid lost business opportunities. This article also describes a practical method to use the revised C/B analysis.

Details

American Journal of Business, vol. 38 no. 4
Type: Research Article
ISSN: 1935-519X

Keywords

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