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Measures the influence a foreign take‐over has on the performance of a firm. More precisely, compares the performance of Belgian companies that have been taken over by Belgians with the performance of Belgian companies that have been taken over by foreigners. Concludes that foreign takeovers have no negative influence on the performance of companies. Moreover, it is clear that foreign companies take over better performing companies than their Belgian counterparts.

Until the middle of the 20th Century, all the governments of the various regions in Nigeria did was to give grants‐in‐aid to the voluntary agencies that operated approved schools while a few “government schools” were established in a few strategic towns. After the Nigeria‐Biafra civil war in 1970, some State governments took over the complete ownership and control of all educational institutions in their areas of jurisdiction. The educational policies and practices of the voluntary agencies were condemned as being foreign‐oriented, irrelevant to Nigeria's needs, and divisive in the sense that denominational schools encouraged religious and tribal bigotry and unhealthy rivalry among the citizens. It was also argued that state take‐over of all schools would enable the government to plan the education system as part of the national integrated plan for social and economic development. The author supports greater control of the education system by the government and indeed a state take‐over of voluntary schools based on mutual agreement. However, voluntary agencies and private individuals should be allowed to own and run their own schools completely at their own expense within the broad framework of government regulations. However, many Nigerians objected to the unilateral seizure and control of church and private schools by the government. People argued that it was illegal to dispossess the voluntary agencies of schools they built mostly with their own resources without first of all working out an agreement with them which should include adequate compensation.

Examines data demonstrating how the telecoms industry is affected by takeovers, mergers and stake acquisition. Catalogues the ability of companies to use cash instead of stock in all the highest capitalized companies. Explains happenings, reasons and long‐term consequences for the global economy with regard to industrial restructuring, as it appears telecoms companies are taking the world over.

This chapter focuses on Norwegian farm families by analysing succession patterns across generations and genders in “beanpole” families, i.e. those with several living generations (Brannen, Moss, & Mooney, 2004). The focus is on transfer of property in the case of farm families and its importance for gender relations. Succession here refers to the transfer of farm management control, which may be seen as a continuous, multi-phase process in farm families which begins when the successor is young with gradual assumption of specific responsibilities within the farm business (Symes, 1990). One aim of the chapter is to connect changes in succession praxis in the case of farm families in Norway with the societal changes of three-four generations over the twentieth century. The dynamics of families and households are regarded as key elements of issues such as farm structure (Bengtson, 2001; Bokemeier, 1997; Hareven, 1996; Willson, Shuey, & Elder, 2003), and farm families offer an interesting case for examining intergenerational relations (Brandth, 2002; Elder, Rudkin, & Conger, 1995; Elder, Robertson, & Rudkin, 1996; Lee & Cassidy, 1981; Melberg, 2003).

Provides a detailed case study of the take‐over bid from Vodafone AirTouch for German conglomerate Mannessman, which was both audacious and massive. Addresses the question of whether a pure mobile play is indeed a sensible strategy for the new millennium, but concludes it is too early for a definite answer. Argues the bids most important consequence is that it has yet again forced re‐examination of Telco’s strategic possibilities.

IN the autumn of 1967 I was actively concerned in the defence of AEI against the GEC bid. GEC made an offer to the AEI stockholders; the offer was increased twice; within six weeks from the first announcement a bare majority of the AEI stockholders accepted the offer. In this way, the whole future of AEI was transformed; the future of its directors and many of its officials and employees was changed; all its ordinary stockholders eventually became interested in another company; the structure of the electrical manufacturing industry underwent critical changes and the formation of the merged company precipitated other changes.

Artificial intelligence (AI) continues to be deployed in workplaces. While there are many positive outcomes of AI integration, understanding the extent of its consequences on employees is limited. Hence, this study examines employee perceptions of AI and the consequent influences on employee job attitudes and career behaviors. Utilizing the career self-management perspective, the authors explore the mechanisms related to employee perceptions of AI and potential career exploration behaviors.

The authors tested several hypotheses using employee survey data (N = 345 call center agents) collected from a firm that recently integrated AI in their operations. The authors collected data on four occasions (one-week intervals between data collection) to determine employee perceptions of AI taking over jobs (Time 1); job insecurity (Time 2); psychological distress (Time 3); and career exploration behavior (Time 4).

The findings reveal that perceptions of AI taking over jobs are significantly associated with higher career exploration behaviors. In addition, the authors found job insecurity and psychological distress as pathways that explain why employees having perceptions of AI taking over their jobs influences their career exploration behaviors.

These findings fill a gap in the literature by revealing how AI integration in the workplace, despite its many positive outcomes for organizations, can have a negative influence on employees. The negative employee perceptions of AI can lead to career exploration behaviors. From the career self-management perspective, the authors offer novel insights that have practical implications for talent management, particularly the need to communicate effectively to employees about AI integration in the workplace to avoid them feeling threatened and leaving their jobs.

The vast majority of the acquisitions of UK‐quoted companies are friendly. This paper compares the accounting, financial and governance characteristics of firms that were acquired by friendly take‐over with those of firms that were not taken over. Evidence is found that targets exhibited superior performance in terms of the return on assets and the sales‐to‐assets ratio. However, they underperformed in terms of capital expenditure and the market‐to‐book ratio. No difference was found in the extent to which targets adopted the board structures recommended in the Code of Best Practice. The results therefore suggest that acquirers target firms that are relatively undervalued by the capital market but do not show signs of poor profitability or ineffective board structures.

The take‐over of the hospitality family business by the entrepreneur's daughter or son is a complex process. The aim of the paper is to analyse the impact of commitment on succession in hospitality family businesses from the viewpoint of the successors. The contribution aims to shed more light on the different dimensions of commitment relevant for the succession process.

To understand the role of commitment in the succession process this study uses a qualitative approach. Interviews were carried out with 15 successors of hospitality businesses in South Tyrol, Italy. The obtained narrative texts have been transcribed and evaluated with GABEK^®, a tool for analyzing qualitative data. The transcripts of the interviews were separated into text units and coded, developing a network of data. This rule‐based procedure of systematizing, coding and interpreting considers both syntax and semantics and enhances the validity of the results.

The results reveal that commitment seems to play a very major role in the whole succession. A cluster analysis indicates the linkage of three topics: Motives, Family business and Take‐over constitute the construct “Commitment”. The motives show that parents' heritage or the successors' perceptions of the business as the home where they have grown up are important reasons to run this family business. Also trust or personal support through family members can be interpreted as push motives to become the successor.

Results may be influenced by the geographical concentration, but also by the selection process of the interviewees. The research is based on qualitative data that were gathered in one particular region in South Tyrol, Italy. Furthermore, the successors who participated in the survey mostly were very successful businesses keen on joining this research. Further research should focus on the role of commitment and its antecedents and consequences. In addition, commitment bases should be investigated from the predecessor but also from the successors' perspective in the light of the current and past business and business environment situation.

The results highlight that in the succession process, different bases of commitment exist which particularly influence the perception of succession process. Furthermore, they can be interpreted as hurdles or facilitators to the transition of the family business.

This paper provides useful information on the impact of commitment on succession in hospitality family businesses from the viewpoint of the successors.

When a failure occurs with a self-service technology (SST), do customers want to give back the “self” in self-service? The authors explore employee’s role in a self-service failure and how the presence of other customers can change that role. Specifically, they examine how the self-monitoring of customers behavior during a failure can change recovery preferences.

Data were collected from customers of a movie self-service ticket kiosk and a grocery self-checkout. Three experiments were conducted.

Results from these studies find that customers want employees to fully take over a transaction after a failure if it takes place in isolation. If other patrons are present or waiting in line, then customers prefer the employee to simply correct the problem and let them complete the transaction. Finally, the servicescape along with the presence of other customers in a self-service area can induce self-monitoring behaviors and alter optimal recovery strategies.

These findings have implications on the appropriate amount of recovery assistance customers need in a self-service experience.

This research reveals the social and functional complexities associated with executing a satisfactory SST failure recovery, particularly with respect to determining the extent to which the employee or customer should control the attempt.

This is the first study to examine the employee’s role in a self-service failure. While other studies have examined customers’ intentions in a self-service failure, authors examine how a service provider can assist in the recovery of a self-service failure.