Carol Oliver, Sandra Pass, Jayne Taylor and Pam Taylor
An investigation into the process of cross‐fertilisation on MBAprogrammes is reported. An interview schedule was devised as a basis fordiscussions with a sample from each of three…
Abstract
An investigation into the process of cross‐fertilisation on MBA programmes is reported. An interview schedule was devised as a basis for discussions with a sample from each of three MBA programme types: open, in‐company and consortial. It was concluded that: learning from and acting upon ideas gained from fellow set members is seen as an important element in the MBA programme by associates: cross‐fertilisation tends to be recognised and recalled mainly in terms of personal skills; open sets would potentially appear to be a better medium for fostering cross‐fertilisation, but in‐company sets are more empowering in ensuring the implementation of ideas from such cross‐fertilisation as does occur, while consortial sets would appear to combine the best of both worlds – though no evidence emerged to support this last contention. Recommendations are made for further research.
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Carol Oliver, Sandra Pass, Jayne Taylor and Pamela Taylor
A questionnaire‐based survey of a business school′s MBA graduatesdraws conclusions on their entrepreneurial and intrapreneurial leanings.The authors suggest that specific…
Abstract
A questionnaire‐based survey of a business school′s MBA graduates draws conclusions on their entrepreneurial and intrapreneurial leanings. The authors suggest that specific combinations of personal characteristics and support systems will make implementation of MBA project findings more likely.
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It is all too easy in the hectic world of business to get too involved with the day‐to‐day managing of processes and events. When this happens it is difficult to see the wood for…
Abstract
It is all too easy in the hectic world of business to get too involved with the day‐to‐day managing of processes and events. When this happens it is difficult to see the wood for the trees and the automatic pilot syndrome takes over. This does not suggest that you do not know what you are doing ‐ on the contrary you are probably as switched on to whatever activity you are managing as anyone could be. What you could be missing, however, is the explanation as to why you are doing it. If this sounds familiar to you, what might be needed is a detached period from your work. By this I mean stay on the high ground for a while so you can get an overview of what you are doing and, more importantly, why you are doing it. How many managers, I wonder, get the opportunity to question what they are doing? If you allow yourself to slip into complacency then you and your organization will soon lose competitive advantage.
This special “Anbar Abstracts” issue of the International Journal of Bank Marketing is split into five sections covering abstracts under the following headings: Marketing…
Abstract
This special “Anbar Abstracts” issue of the International Journal of Bank Marketing is split into five sections covering abstracts under the following headings: Marketing Strategy; Customer Service; Sales and Promotion; Product Development; Information Technology Strategies.
Laws passed by Congress have a major impact on the creation, distribution, and usage of information. Broader legislative activities, such as appropriating (or not appropriating…
Abstract
Laws passed by Congress have a major impact on the creation, distribution, and usage of information. Broader legislative activities, such as appropriating (or not appropriating) funds for support of a program, also have significant impact. This article reviews recent public laws that: 1) affect the federal establishment, 2) affect today's society, and 3) attempt to create a better future.
Ashraf Sheta, Sandra Wael, Mariam Soliman, Nour Abdallah, Rovan Bahnassy, Zeina Waleed and Zeinab El Safty
• Develop an understanding of how to institutionalize a family business. • Define the dynamics of the family business decision-making process in emerging markets. • Assess the…
Abstract
Learning outcomes
• Develop an understanding of how to institutionalize a family business. • Define the dynamics of the family business decision-making process in emerging markets. • Assess the cultural differences between founders and successors in an emerging markets context. • Identify the role of intergenerational differences in deciding the future strategy of a family business in emerging markets.
Case overview/synopsis
This case addresses El Batraa Manufacturers for Chemicals and Paints S.A.E., a privately owned family business operating in the coloring paste industry in Egypt. The main dilemma of the case is the existence of different visions about the business between the old and new generations. Also, it addresses the importance of understanding family dynamics to resolve existing challenges. The necessity of having governance in a family business is highlighted, together with a clear succession plan to secure family unity and business sustainability. Sandra the main protagonist within the case is trying to arrive to a resolution that can guarantee a motivating environment for her to join the family business. Her main dilemma is whether to choose to join the family business, with all the existing challenges or not. Accordingly, she proposes some steps to make the family business more appealing.
Complexity academic level
Under Graduate and Master of Business Administration level.
Supplementary materials
Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
Subject code
CSS 3: Entrepreneurship.
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Thanuja Rathakrishnan, Bingbing Ge and Lala Irviana
The Golden Nugget is a family business that serves authentic Chinese cuisine in Gothenburg, Sweden. It was founded by a couple from Hong Kong, China, Alan Chan and Sandra Ng in…
Abstract
The Golden Nugget is a family business that serves authentic Chinese cuisine in Gothenburg, Sweden. It was founded by a couple from Hong Kong, China, Alan Chan and Sandra Ng in 1957. This case is based on the succession issue facing Brian, the second-generation owner-manager of The Golden Nugget. Despite Brian's efforts to expose his children, niece and nephew to the business, he realised that none of the third generations showed an interest in taking over the family business. Upon discussion, Brian found three reasons (1) own goals and desires vs family conflict, (2) fear of sacrificing their freedom and (3) lack of work–life balance.
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Maria-Magdalena Rosu, Ana-Maria Cosmoiu, Rodica Ianole-Calin and Sandra Cornoiu
The insidious proliferation of online misinformation represents a significant societal problem. With a wealth of research dedicated to the topic, it is still unclear what…
Abstract
Purpose
The insidious proliferation of online misinformation represents a significant societal problem. With a wealth of research dedicated to the topic, it is still unclear what determines fake news sharing. This paper comparatively examines fake and accurate news sharing in a novel experimental setting that manipulates news about terrorism.
Design/methodology/approach
The authors follow an extended version of the uses-and-gratification framework for news sharing, complemented by variables commonly employed in fake news rebuttal studies.
Findings
Logistic regression and classification trees revealed worry about the topic, media literacy, information-seeking and conservatism as significant predictors of willingness to share news online. No significant association was found for general analytical thinking, journalism skepticism, conspiracy ideation, uses-and-gratification motives or pass-time coping strategies.
Practical implications
The current results broaden and expand the literature examining beliefs in and sharing of misinformation, highlighting the role of media literacy in protecting the public against the spread of fake news.
Originality/value
This is, to the authors’ knowledge, the first study to integrate a breadth of theoretically and empirically driven predictors of fake news sharing within a single experimental framework.
Peer review
The peer review history for this article is available at: https://publons.com/publon/10.1108/OIR-12-2022-0693