- Ownership structure, value of the firm, and the bargaining power of the manager. Mercuro, Nicholas; Sourbis, Haralambos // Southern Economic Journal;Oct92, Vol. 59 Issue 2, p273
Demonstrates that the introduction of outside equity into a heretofore owner-managed firm increases the bargaining power of a risk averse owner-manager. A solution to the bargaining problem; The model; Introducing outside equity and the manager's bargaining power; More.
- Statutory support for the Cadbury Code? // Management Accounting: Magazine for Chartered Management Account;Jul/Aug93, Vol. 71 Issue 7, p4
Reports on the findings of a survey in Great Britain commissioned by Executive Interim Management and Egon Zehnder International on corporate directors' views regarding the Cadbury Code. Positive attitude towards regulation of listed companies; Statutory support for reforms; Role and...
- Researchers told to be more relevant. Jeffries, Andrea; Hankes, Janice // Management Accounting: Magazine for Chartered Management Account;Nov94, Vol. 72 Issue 10, p18
Focuses on the surge in interest in management research in Great Britain. Correlation with the Commission on Management Research's report on management research in universities; Theory-versus-practice debate; Feature on the British Accounting Association's research summer school and the British...
- PROJECT MANAGERS: A TEAM MEMBERS' PERSPECTIVE. Sampietro, Marco // Project Management Development - Practice & Perspectives;2015, p316
While the Project Manager role and competencies has been addressed in various studies (PMI, 2007, Brill, Bishop, and Walker, 2006, El-Sabaa, 2001, Crawford, 2000, Patterson, 1991), none of them were based on the answers provided by project team members. This is peculiar since, the relevant...
- Management Science methods and methodologies for Project Management: What they model, how they model and why they model. San Cristóbal, José Ramón // PM World Journal;Oct2015, Vol. 4 Issue 10, p1
The article discusses the results of the study on how to assist project managers in understanding the implicit and explicit assumptions underlying management methods and their main aims and purpose.
- The proof of HR is in the profits. Roberts, Keith // People Management;02/09/95, Vol. 1 Issue 3, p42
Discusses research showing how human resource management strategies are best able to improve performance and increase profitability of a business. Parameters of relative profit performance; Contributions to competitive strength and productivity; Research investigation of key management issues;...
- Managers of small firms challenge stereotypes. Baron, Angela // People Management;02/09/95, Vol. 1 Issue 3, p59
Describes the findings of the research on how much the managers of small and medium-sized enterprises know about modern personnel management practices and their relevance to business needs. Managers recognition of the management theory; Discrepancy between the importance of managers; Variety...
- Journal round-up. // People Management;05/04/95, Vol. 1 Issue 9, p55
Presents reviews and researches about personnel management in Great Britain. Alternative organizational control systems; Value of day-off between day and night shifts; Success of total quality management; Trends in the economy and industrial relations in the country.
- Journal round-up. // People Management;08/24/95, Vol. 1 Issue 17, p47
Provides information on researches about personnel management. Research about the relationship between unmet expectations and the success of a new entrant's socialization into an organization; Study on the impact of organizations in shaping newcomer's attitudes.