IT is a fact of life that aircraft are expensive — too expensive to allow them to stand idle. Yet aircraft are needed for things like training and publicity which, though perhaps…
Abstract
IT is a fact of life that aircraft are expensive — too expensive to allow them to stand idle. Yet aircraft are needed for things like training and publicity which, though perhaps not productive in themselves, are vitally necessary for operators and manufacturers.
Hannah King occupies a unique place in missionary and colonial history, the history of education, cross‐cultural relations and material culture in New Zealand. She was the only…
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Hannah King occupies a unique place in missionary and colonial history, the history of education, cross‐cultural relations and material culture in New Zealand. She was the only woman from the first 1814 Missionary settlement of the Church Missionary Society (CMS) in New Zealand to remain in New Zealand for the rest of her life, yet she does not have an entry in the Dictionary of New Zealand Biography, and is rarely indexed in either New Zealand’s general historical works or even works more specifically related to the Missionary era. John and Hannah King were one of three artisan missionary couples who sailed with the Revd Samuel Marsden on his ship, the missionary brig ‘Active’, from Port Jackson, Australia to Rangihoua, in the Bay of Islands, in late 1814. Marsden’s 1814 Christmas Day service on the beach at Rangihoua is recognised as the beginning of missionary activity and planned European settlement on New Zealand soil.
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This chapter offers a critical evaluation of the concept and application of global carceral archipelagos designed as punitive barriers to refugees. With a focus on policies and…
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This chapter offers a critical evaluation of the concept and application of global carceral archipelagos designed as punitive barriers to refugees. With a focus on policies and practices in Australia for over two decades, the chapter shows how more recently, the European Union (EU) and the United Kingdom (UK) are also adopting similar strategies to Australia in a pattern of Western countries turning their backs on their human rights obligations. The histories of colonial practices of the racialisation of certain minorities within and outside nation-state borders are an important aspect of understanding contemporary bordering regimes that exclude refugees. The chapter discusses examples of resistance, as well as alternative politics emerging from refugees who have suffered from the carceral border complex, drawing on creative and collaborative work and practices.
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M. R. Dixit and Sanjay Kumar Jena
The AirAsia India 2017 (AAI) case presents the situation faced by Tony Fernandes, the CEO of the AirAsia group of companies, in 2017, when he had to respond to the changes in…
Abstract
The AirAsia India 2017 (AAI) case presents the situation faced by Tony Fernandes, the CEO of the AirAsia group of companies, in 2017, when he had to respond to the changes in aviation policy made by the Ministry of Civil Aviation (MCA). As per the changes, an airline operating in India could start its international operations without having five years of domestic flying experience provided it deployed 20 of its aircraft or 20% of the total capacity, whichever was higher, for domestic operations. The objective of this case is to help discuss issues relating to sustaining late entry and exploring new growth opportunities in the context of regulatory changes.
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![Indian Institute of Management Ahmedabad](/insight/static/img/indian-institute-of-management-ahmedabad-logo.png)
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Mike Oakey, who joined Specialised Mouldings Ltd., of Huntingdon as Chief Executive of the newly formed Aerospace Division in January, has been appointed Director of Operations…
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Mike Oakey, who joined Specialised Mouldings Ltd., of Huntingdon as Chief Executive of the newly formed Aerospace Division in January, has been appointed Director of Operations and Deputy Managing Director.
Joseph L. Mallardi has been elected executive vice‐president and chief operating officer of Howmet Turbine Components Corporation, effective July 1, 1984.
The purpose of this paper is to reflect on the life of Tony Lowe, Emeritus Professor of Accounting and Financial Management at the University of Sheffield, who died on 5 March…
Abstract
Purpose
The purpose of this paper is to reflect on the life of Tony Lowe, Emeritus Professor of Accounting and Financial Management at the University of Sheffield, who died on 5 March 2014. It celebrates Tony Lowe’s considerable direct contributions to accounting knowledge and, possibly more significantly, his indirect contribution through his enabling of a range of those associated with him at Sheffield to become scholars of distinction in their own right.
Design/methodology/approach
Publication review, personal reflections and argument.
Findings
Apart from providing insight into Tony Lowe's direct contribution to accounting knowledge through an analysis of a range of significant sole authored and joint authored publications, the paper gives rather more attention to his more indirect enabling contribution. In this regard it traces the development of initially the Management Control Association and subsequently the “Sheffield School” to Tony Lowe, clarifying the values that underlie these groups. It also clarifies how some of the key elements that have allowed the now global Interdisciplinary and Critical Perspectives on Accounting (ICPA) Project to exist and flourish are traceable to Tony Lowe and the “Sheffield School” he created.
Research limitations/implications
This paper provides an important historical analysis of the direct and indirect influence of a unique scholar on the beginnings and development of particularly the now global ICPA Project. This history is personal and maybe selective and possibly limited because of this but hopefully will encourage others to investigate the claims further.
Originality/value
The history of the ICPA Project has only partially been told before. This is another part of this history that has not been analysed before on which further work can build.
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In early 2014, the family leadership of Bush Brothers & Company, a leading player in canned vegetables (its Bush's Best line dominated the canned-beans market), faced questions…
Abstract
In early 2014, the family leadership of Bush Brothers & Company, a leading player in canned vegetables (its Bush's Best line dominated the canned-beans market), faced questions about the family's vision for the future in light of an imminent leadership transition: third-generation member, longtime board chair, and, until recently, CEO Jim Ethier planned to leave his role as early as 2015. The family was into its sixth generation, with nearly sixty family shareholders spread across four branches. On the business side, the first non-family CEO was overseeing development of a growth strategy, including ongoing ventures into competitive new markets such as Hispanic foods. Its fourth-generation leaders including Drew Everett (vice president of human resources and shareholder relations, and likely board chair successor), Sarah (chair of the family senate), and Tony (chair of the family's private trust company) faced questions about whom to involve in developing a future vision, how to formulate the vision effectively, and what vision would best serve business and family interests. These questions represented underlying strategic dilemmas, such as whether to have a select group of leaders craft the vision or to solicit input from a wider range of shareholders, and how much to allow the business vision to drive the ‘people’ vision all framed by recent unsuccessful attempts to develop a shared vision. Resolving these dilemmas successfully would help the family frame and advance its established traditions of leadership, governance, and culture within a truly shared vision that boosted unity and long-term commitment. Students working on the case will gain insights into the framework, process, and challenges associated with developing a shared vision for a complex, multigeneration family enterprise.
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![Kellogg School of Management](/insight/static/img/kellogg-school-of-management-logo.png)