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  • Articles  (10,395)
  • Articles: DFG German National Licenses  (10,395)
  • 2015-2019
  • 1990-1994  (10,395)
  • 1915-1919
  • Political Science  (7,292)
  • Philosophy
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  • Articles  (10,395)
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  • 1
    Electronic Resource
    Electronic Resource
    Oxford, UK : Blackwell Publishing Ltd
    Business ethics 3 (1994), S. 0 
    ISSN: 1467-8608
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Philosophy , Economics
    Notes: Managerial effort has been moving from maintaining a “steady state” to wrestling with the challenge of continuing change and the ethical dilemmas which this can present. Is it possible to formulate an “ethics of change” to guide individuals in such circumstances? The author is a senior lecturer at Cranfield University, Bedford MK43 OAL, UK, and a visiting research associate at the London School of Economics. His principal interests concern the management of organisational change in settings where technology is either the key driver of change, or is the key enabler of some aspect of organisational or process redesign.
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  • 2
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    Oxford, UK : Blackwell Publishing Ltd
    Business ethics 3 (1994), S. 0 
    ISSN: 1467-8608
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Philosophy , Economics
    Notes: Stakeholder theory aims at identifying those who have rights or interests at stake in business behaviour. Can we turn the tables and also consider what ethical responsibilities various stakeholders may have for the good behaviour of business? The author is Editor of this Review. This article contains material which also appeared in the Hugh Kay Memorial Lecture for 1993 delivered by the author under the auspices of the Christian Association of Business Executives, London.
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  • 3
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    Oxford, UK : Blackwell Publishing Ltd
    Business ethics 3 (1994), S. 0 
    ISSN: 1467-8608
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Philosophy , Economics
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  • 4
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    Oxford, UK : Blackwell Publishing Ltd
    Business ethics 3 (1994), S. 0 
    ISSN: 1467-8608
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Philosophy , Economics
    Notes: Karl Homann & Franz Blome-Drees (1992). Wirtschafts- und Unternehmensethik. Vandenhoeck & Ruprecht. Göttingen. pp. 207. paperback, 19.80 DM. ISBN 3-8252-1721-3
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  • 5
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    Oxford, UK : Blackwell Publishing Ltd
    Business ethics 3 (1994), S. 0 
    ISSN: 1467-8608
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Philosophy , Economics
    Notes: Brief thumbnail sketches capture group interest and show the relevance of ethical considerations in real life situations. Bill Bain has considerable experience of business and is currently a PhD student at the Management School of London University's Imperial College, 53 Prince's Gate, Exhibition Road, London SW7 2PG.
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  • 6
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    Oxford, UK : Blackwell Publishing Ltd
    Business ethics 3 (1994), S. 0 
    ISSN: 1467-8608
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Philosophy , Economics
    Notes: Games have become a standard tool in management education. The authors have cooperated on developing just such a teaching aid for business people and management students interested in playing the business game ethically. Dr Higginson is Director of The Ridley Hall Foundation, Ridley Hall, Cambridge, CB3 9HG and Geoff Moore is Principal Lecturer at Newcastle Business School, University of Northumbria at Newcastle, Newcastle upon Tyne NE1 8ST.
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  • 7
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    Oxford, UK : Blackwell Publishing Ltd
    Business ethics 3 (1994), S. 0 
    ISSN: 1467-8608
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Philosophy , Economics
    Notes: Despite the social, economic and ethical problems facing government in the Czech Republic, there are positive signs of a growing concern for ethical business, including the development of codes of conduct and a striking example of new corporate social responsibility. Dr Bohatá is a member of the Economics Institute of the Academy of Sciences, Politickych Veznu 7, 111 21 Prague 1, and an Associate Editor of this Review.
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  • 8
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    Oxford, UK : Blackwell Publishing Ltd
    Business ethics 3 (1994), S. 0 
    ISSN: 1467-8608
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Philosophy , Economics
    Notes: The media, advertising and public relations are all regulated in some degree by ethical codes of practice, but do they work and do they help practitioners? The author is Senior Lecturer in public relations and philosophy at Leeds Business School, Leeds Metropolitan University, Leeds LS2 8AF. She is currently preparing material for a new MA in Business Policy and Ethics, to be offered jointly by Leeds Metropolitan University and the University of Leeds.
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  • 9
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    Oxford, UK : Blackwell Publishing Ltd
    Business ethics 3 (1994), S. 0 
    ISSN: 1467-8608
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Philosophy , Economics
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  • 10
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    Oxford, UK : Blackwell Publishing Ltd
    Business ethics 3 (1994), S. 0 
    ISSN: 1467-8608
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Philosophy , Economics
    Notes: Most large frauds develop only gradually and incidentally. When things fall apart it is politic to call it anything but fraud. The author is a member of the Department of Sociology, University of Liverpool, POB 147, Liverpool L69 3BX.
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  • 11
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    Oxford, UK : Blackwell Publishing Ltd
    Business ethics 3 (1994), S. 0 
    ISSN: 1467-8608
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Philosophy , Economics
    Notes: Georges Enderle, Karl Homann, Martin Honecker, Walter Kerber, Horst Steinmann (editors), Lexikon der Wirtschaftsethik. Freiburg im Breisgau, Verlag Herder, 1993. pp. 690, ISBN 3-451-22336-8.
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  • 12
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    Oxford, UK : Blackwell Publishing Ltd
    Business ethics 3 (1994), S. 0 
    ISSN: 1467-8608
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Philosophy , Economics
    Notes: Action needs to be taken on the ethical issues raised by the commercialising of sport if its integrity is to be maintained and its ethical base is not to be eroded further. The author has worked as an independent consultant in the leisure sector for a number of years and has recently joined the Research Unit of Britain's Sports Council. The views expressed by her in this article are not necessarily those held by the Sports Council.
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  • 13
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    Oxford, UK : Blackwell Publishing Ltd
    Business ethics 3 (1994), S. 0 
    ISSN: 1467-8608
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    Topics: Philosophy , Economics
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  • 14
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    Oxford, UK : Blackwell Publishing Ltd
    Corporate governance 2 (1994), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
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  • 15
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    Business ethics 3 (1994), S. 0 
    ISSN: 1467-8608
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Philosophy , Economics
    Notes: “There are strong temptations for those at the top of an organisational hierarchy to appropriate to themselves a disproportionate share of the resources of the organisation and to exercise too much power over the activities of other organisational members.” Hence the case for taking a cool look at executive remuneration and other possible breaches of applying the classical virtue of temperance to corporate behaviour. The author is Principal Lecturer in the Business Studies Department, Manchester Metropolitan University, Aytoun Building, Aytoun Street, Manchester M1 3GH.
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  • 16
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    Oxford, UK : Blackwell Publishing Ltd
    Business ethics 3 (1994), S. 0 
    ISSN: 1467-8608
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Philosophy , Economics
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  • 17
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    Business ethics 3 (1994), S. 0 
    ISSN: 1467-8608
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Philosophy , Economics
    Notes: “Discrimination on the grounds of disability is seldom malicious, but stems more from a lack of understanding.” A disabled businessman explores the need for businesses to cultivate and implement greater disability awareness. After graduating in engineering, he gained his MBA from London Business School in 1992. He now works as a consultant, capitalising on his background in business management and his personal experience of disability to assist clients in developing anti-discriminatory policies and practice.
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  • 18
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    Oxford, UK : Blackwell Publishing Ltd
    Business ethics 3 (1994), S. 0 
    ISSN: 1467-8608
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Philosophy , Economics
    Notes: Once a company has identified its core values role play can help its leaders explore their meaning in practice. The author is now working as a freelance adviser on organisation development having worked in this area in a large engineering company. He has a general interest in the industry/church interface.
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  • 19
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    Oxford, UK : Blackwell Publishing Ltd
    Business ethics 3 (1994), S. 0 
    ISSN: 1467-8608
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Philosophy , Economics
    Notes: Case studies invite students to share in an ethical dilemma and challenge them about their values. Dr Sheldrake is Reader in Modern History at London Guildhall University, Old Castle St., London E1 7NT. A version of his case study appeared in Sarah Vickerstaff (Ed.), 1992, Human Resource Management in Europe: Text and Cases, London: Chapman & Hall.
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  • 20
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    Oxford, UK : Blackwell Publishing Ltd
    Business ethics 3 (1994), S. 0 
    ISSN: 1467-8608
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Philosophy , Economics
    Notes: ’Those who understand the underlying technology on which the modern business depends have a professional, social and moral obligation to look to the needs of their neighbours who lack that understanding’. Professor Ennals is a member of the Business Information Technology Research Unit of Kingston Business School, Kingston University, Kingston-on-Thames KT2 7LB, England, where he has shared in developing the new Business Information Technology degree.
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  • 21
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    Oxford, UK : Blackwell Publishing Ltd
    Business ethics 3 (1994), S. 0 
    ISSN: 1467-8608
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    Topics: Philosophy , Economics
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  • 22
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    Business ethics 3 (1994), S. 0 
    ISSN: 1467-8608
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Philosophy , Economics
    Notes: Last October the Director-General of the Confederation of British Industry delivered the annual Gresham Special Lecture in Gresham College in the City of London, in which he considered ways of developing a closer and potentially more fruitful relationship between the City and the UK manufacturing industry. The lecture is here reproduced with permission.
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  • 23
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    Oxford, UK : Blackwell Publishing Ltd
    Business ethics 3 (1994), S. 0 
    ISSN: 1467-8608
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Philosophy , Economics
    Notes: European direct investment in the USA raises many local concerns. Are these concerns justified, or alleviated, by the way in which different European companies exercise corporate citizenship in the host country? The author is Assistant Professor of Strategic Management at the College of Business Administration, University of Oklahoma, 307 West Brooks, Norman, Oklahoma 73019-0450, USA.
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  • 24
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    Business ethics 3 (1994), S. 0 
    ISSN: 1467-8608
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Philosophy , Economics
    Notes: An initial review of the Draft Guidance produced in response to the Cadbury Report by the Institute of Chartered Accountants in England and Wales. The author is Principal Consultant, Corporate Social Responsibility Consultants, 86 Iffley Road, London W6 OPF.
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  • 25
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    Oxford, UK : Blackwell Publishing Ltd
    Business ethics 3 (1994), S. 0 
    ISSN: 1467-8608
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    Topics: Philosophy , Economics
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  • 26
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    Business ethics 3 (1994), S. 0 
    ISSN: 1467-8608
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Philosophy , Economics
    Notes: How common are corporate codes of ethics in the UK and especially among Britain's most admired companies? The author is Wicklander Professor of Professional Ethics at DePaul University, Chicago, and current President of the American Society for Business Ethics.
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  • 27
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    Oxford, UK : Blackwell Publishing Ltd
    Corporate governance 2 (1994), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: Book Reviwes in The Article:Hilmer, Frederick G.; Strictly Boardroom – the report of an Independent Working Party into Cornorate Governance; Information Australia, Melbourne and The Sydney Institute, Sydney, AustraliaHumphrey, Christopher, Peter Moizer and Stuart Turley; The Audit Expectations Gap in the United Kingdom; The Auditing Research Foundation of the Institute of Chartered Accountants in England and Wales; LondonBosch, Henry; Bosch on Business, Information Australia, Melbourne, Australia, 1992.
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  • 28
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    Corporate governance 2 (1994), S. 0 
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    Topics: Political Science , Economics
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  • 29
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    Corporate governance 2 (1994), S. 0 
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    Topics: Political Science , Economics
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  • 30
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    Corporate governance 2 (1994), S. 0 
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    Topics: Political Science , Economics
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  • 31
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    Corporate governance 2 (1994), S. 0 
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    Topics: Political Science , Economics
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  • 32
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    Corporate governance 2 (1994), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: This study tests the proposition that tolerance for ambiguity, a personality variable, is a significant moderating variable on the effects of management advisory services (MAS), competition and size of audit firm on bankers' perceptions of auditor independence. Using 41 New Zealand bank officers as subjects and a multifactor ANOVA design, this study found that tolerance for ambiguity moderated the effects of MAS and audit firm size on third party perceptions of auditor independence.
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  • 33
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    Corporate governance 2 (1994), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: Book Reviewed in this article:Banaga, Abdelgadir, Graham H. Ray and Cyril R. Tomkins (1994) External Audit and Corporate Governance in Islamic Banks.
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  • 34
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    Corporate governance 2 (1994), S. 0 
    ISSN: 1467-8683
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    Topics: Political Science , Economics
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  • 35
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    Corporate governance 2 (1994), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: Using data collected through a series of interviews with top executives at 24 large British companies, this paper examines current practice in the selection and use of non-executive directors on British boards. The process appears to be dominated by the influence of the chairman. In very few cases are there nomination committees in operation. The typical nonexecutive will serve for around 12 years and some for much longer. There is little scope for shareholder participation in the nominations process. These and other findings are analyzed from the perspective of the recent Cadbury Committee Report.
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  • 36
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    Corporate governance 2 (1994), S. 0 
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    Topics: Political Science , Economics
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  • 37
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    Corporate governance 2 (1994), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: In the UK, recently, there has been an intense debate about what constitutes good corporate governance. This paper presents the results of a retrospective postal survey into the nature of corporate governance structures in UK companies. The objective of this paper is to isolate the extent to which key corporate governance innovations are being adopted in the boardrooms of UK companies. The main findings can be summarised as follows: (i) 77 per cent of the sample of quoted companies separated the role of chief executive officer and chairman in 1993 compared to 57 per cent in 1988; (ii) 94 per cent of quoted companies operated remuneration committees in 1993 as compared to 54 per cent in 1988; (iii) the incidence of audit committees among companies has doubled between 1988 and 1993 whilst the incidence of nomination committees has trebled; (iv) in apparent contradiction of the Institutional Shareholders’ Committee recommendation, of those companies that operated remuneration committees in 1993, 40 per cent had the top executive director as a committee member. Overall the picture that emerges is of radical change in governance innovation since the late 1980s.
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    Corporate governance 2 (1994), S. 0 
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: Using 20 bankers as subjects, this exploratory study examined the effects of audit committees on bankers’ perceptions of auditor independence. Results reject the null hypothesis which suggest that bankers place more reliance on financial statements in considering loan applications given information on the presence of audit committees than given information on their absence. Those bankers given information on the presence of audit committees recommended a lower interest rate premium than those given information on the absence of audit committees. These findings suggest that bankers given information on the presence of audit committees perceived a lower loan risk as a result of a higher confidence in the auditor to maintain independence than those given information on the absence of audit committees. It can then be concluded that audit committees had a significant effect on bankers’ perceptions of auditor independence.
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  • 39
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    Corporate governance 2 (1994), S. 0 
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    Topics: Political Science , Economics
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  • 40
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    Corporate governance 2 (1994), S. 0 
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    Topics: Political Science , Economics
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  • 41
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    Corporate governance 2 (1994), S. 0 
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    Topics: Political Science , Economics
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  • 42
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  • 43
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    Business ethics 3 (1994), S. 0 
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    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Philosophy , Economics
    Notes: Dramatic economic developments have served to highlight ethical questions and responses within business life in Finland, particularly regarding the crisis of the Finnish banking system. Other issues which have aroused public discussion are maintaining the natural biodiversity in the Northern hemisphere forests, and Finland's trade with Russia. The authors, listed alphabetically, are all research fellows at the School of Business Administration in the University of Tampere, PO Box 607, 33101 Tampere,Finland.
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    Notes: “The potential dangers of ignoring ethical issues exist for all business computer professionals”. Drs Langford and Wusteman, of the Computing Laboratory, The University, Canterbury, Kent CT2 7NF, reflect on their experience of teaching ethics to computer scientists and on the problems to be encountered in this new field of applied ethics.
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    Business ethics 3 (1994), S. 0 
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    Notes: Book reviewed in this articleDavid BarkerJames O'Toole, The Executive's Compass: Business & The Good Society.
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    Topics: Philosophy , Economics
    Notes: Interesting contrasts and parallels on ethical issues emerge from a recent series of in-depth interviews given by managers in nine companies operating in Europe. The author is Professor of Marketing at the University of Notre Dame, Indiana 46556, USA, on leave during 1993-94 as Visiting Professor in the Department of Management and Marketing, University College Cork, Ireland. He wishes to acknowledge the financial assistance of the College of Business Administration at the University of Notre Dame in supporting this research.
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    Notes: A philosopher looks at the scepticism of some of her colleagues about just what the study of ethics can contribute to ethical business, and argues that its main purpose is to help business people to engage in constructive ethical dialogue in society as well as in their corporation. The author is a regular contributor to this Review, and Director of the Centre for Business and Professional Ethics, University of Leeds, Leeds LS2 9JT.
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    Notes: Teaching business ethics to undergraduates has disclosed difficulties for both students and teacher which raise deeper issues about what is the purpose of teaching ethics and of engaging in business. The author is Lecturer in Business Ethics in the Faculty of Business and Social Studies, Cheltenham & Gloucester College of Higher Education, Swindon Road, Cheltenham, Glos GL50 4AZ, UK.
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    Notes: The Ecole Supérieure de Commerce de Rennes has recently introduced a final year group-taught compulsory course in Business Ethics. Its organisers here describe and discuss their aims, methods and results. Michael Brent is Head of the Human Resources Department at Groupe ESC Rennes, 2 rue Robert-d’Arbrissel, 35065 Rennes, and has an MA in Philosophy and diplomas in business and marketing, as well as several years European consultancy experience. Susan Grinsted teaches production management and related subjects at Rennes, with a first degree in Metallurgy and a PhD in Engineering as well as several years UK industrial experience and a previous appointment at Warwick University, England.
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    Notes: Australia too is witnessing a growing interest in business ethics. Dr Longstaff, Executive Director of the St James Ethics Centre in Sydney, explores how directors should play an active part in developing ethical business.
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    Notes: Mike Savage & Anne Witz, eds., Gender and Bureaucracy, Blackwells, Oxford, 1992, pp. 282, pb, £13.99, ISBN: 0631-85283.
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    Notes: Adrian Furnham, The Protestant Work Ethic. The Psychology of Work-related Beliefs and Behaviour, Routledge, Chapman & Hall, London and New York, 1990, pp. xv + 305, pb, £13.99, ISBN 0-425-01705-X.Carl-Henric Grenholm, Protestant Work Ethics: A Study of Work Ethical Theories in Contemporary Protestant Theology, Uppsala Studies in Social Ethics 15, Uppsala, 1993, pp. 350, np.
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    Notes: This paper reviews the organizational control process, its role, and outlines the role of ownership control as applied to executive compensation. The findings from the study suggest that institutional ownership is an important factor in the compensation of CEOs of large U.S. industrial firms. Other factors found to be of consistent influence are firm size and firm profitability.
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    Notes: What do U.S. share owners really want? What should be the roles of the different stakeholders such as employee owners and institutional investors? In what ways will ownership structures change? What tools will be available for motivating employees, managers, share owners, etc.? What will be the structure of tomorrow's corporation?
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    Notes: Book Reviwes in The Article:Johnson, Gerry and Kevan Scholes, (1993) Exploring Corporate Strategy – text and cases, Prentice Hall, London.Kennedy, Paul, (1993) Preparing for the Twenty-Firs t Century, HarperCollins, London.Nobes, Christopher, (1992) Accounting Harmonisation in Europe: Process, Progress and Prospects, Financial Times Business Information, London.
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    Notes: The following report is reproduced with the permission of CIMA – The Chartered Institute of Management Accountants from their booklet A Framework for Internal Control.*This report is published here to contribute to the current debate on corporate governance and to provide a wider understanding of the nature of internal control in business organisations.
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    Notes: When bad business behaviour is so much in the news is this a time for tighter regulation? But can standards be set for “good behaviour” in business? The author is Senior Lecturer in Public Relations and Philosophy at Leeds Business School, Leeds Metropolitan University, Leeds LS2 8AF.
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    Notes: Arguments may have little effect in changing people's views, but trying to sympathise with another's point of view can open the possibility of changing one's own attitude. Dr.Griseri is Director of the MBA Programme at the Management Centre, London Guildhall University, 84 Moorgate, London EC2M 6SQ.
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    Notes: Doing business ethics and conducting ethical business has to be much more than conducting a rational enquiry. Much also depends on the motivation of individuals and how a positive moral vision of business can unite intellectual and affective approaches to the conduct of business. The author is a lecturer in Philosophy at Warwick University, Coventry CV4 7AL, and a Research Associate at the Local Government Centre at Warwick Business School. He is also an independent organisation development consultant specialising in helping organisations develop their learning processes and value-based forms of leadership.
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    Notes: What ethical issues are raised when employees are going to be given notice to leave? Are some approaches more ethical than others? This paper analysing the ethics of the situation and offering ethical guidelines was prepared for the Swedish Association of Graduates in Business Administration and Economics in its work to formulate a professional code of conduct. The author holds a PhD in business administration and is a member of The Swedish Council for Management and Work Life Issues, P.O. Box 5042, S-10241 Stockholm, Sweden.
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    Notes: Social responsibility on the part of business has various meanings, to some of which English law is more favourable than others. But the law could be changed. The author is a Solicitor and Lecturer in Law in the University of Bristol. His Corporate Power and Responsibility: Issues in the Theory of Company Law has recently been published by Oxford University Press.
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    Notes: In 1990-92 Britain's Institute of Management commissioned a working party of its Professional Practice Committee to review the Institute's Code of Conduct and Guides to Professional Management Practice. Sheila Evers, currently Vice-Chairman of the Institute of Management, chaired the working party; and based on further discussions she has now written and compiled a supporting document, “The Manager as a Professional”, with checklists for the individual manager. Copyright of the documents, reproduced here with permission, rests with The Institute of Management, which is, however, willing to permit their being used and quoted with due acknowledgement.
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    Notes: Book publishers seem to have found a new niche judging by the number of review copies coming our way. This column just aims to give a line or two on some of them to help the reader decide whether to buy, borrow or leave it for now.
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    Notes: In spite of strengthened financial regulation, ethical concern continues about the promotion and distribution of financial services in Britain, including savings and investment products. Greater ethical attention needs to be paid to products, price, promotion and distribution. The authors are all faculty members of the School of Management and Finance, University of Nottingham, University Park, Nottingham NG7 2RD, UK. Correspondence should be addressed to Dr Ennew. Alison McGregor gratefully acknowledges funding provided by the Association of British Insurers.
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    Notes: Last June, Moscow was the setting for a Russian-sponsored conference on business ethics. One of the participants from the USA, Professor Thomas W. Dunfee, here gives his impressions of what was clearly an instructive occasion. Professor Dunfee is Kolodny Professor of Social Responsibility at the Wharton School of Business of the University of Pennsylvania and is an international authority on business ethics.“Older people have an ethics problem. By that, I mean they have ethics. To survive, I can break a law if I need to and if the risks aren't too large. Older people wouldn't even think in such a way.” Dimitri Zotov, explaining why young people are in high professional demand in the new Russia, Wall Street Journal, p.A5, Col.1, 8/2/93.“Shell-shocked men and women spend their days hacking through the post-Soviet wilderness in search of a near-mythical creature, an honest joint-venture partner.” David Brooks, “Cracking That Post-Soviet Market”, Wall Street Journal, editorial page, 8/24/93.
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    Notes: As indicated in the previous article, a Russian-sponsored conference on business ethics was recently held in Moscow. Another participant from the USA, Professor Joanne B. Ciulla, comments here on what could prove to be a new beginning for business in Russia. Professor Ciulla is an Associate Editor of this Review and occupies the Coston Family Chair in Leadership and Ethics at the University of Richmond, Virginia.
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    Notes: “As the number of institutional investors increased, some prophets said that these investors, moved by their stakes and informed by their expertise, would begin to play in earnest the supervisory roles of the legendary stockholder. But through the 1960's [equally true through the 1990's] the record showed little to bear out the prophecies. The size of their assets commanded respect when institutional investors sought information; by their probing they introduced some fresh surveillance into corporate affairs. Nonetheless, the institutional investors generally behaved as individuals did; like individuals, they expressed dissatisfaction with the government of a corporation by selling out rather than by voting their shares for new men or different decisions. On rare occasions institutional investors cast their weight for a change in top management; rarer was evidence of their influence brought to bear on particular issues of corporation policy.”
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    Notes: Corporate governance structures and processes have in the main concerned themselves with the issues of control and management of corporate entities, since these are seen as the major form in which economic activity takes place. But increasingly it is being recognised that economic activity (e.g. R&D, new product development, marketing, and even production) can be conducted more efficiently through inter-organisational networks, involving consortia, joint ventures and clusters of various kinds. Study of the governance of such inter-organisational networks is still at a rudimentary stage, and will have to build on judiciously chosen case studies. In this paper a model of inter-organisational network governance is constructed using the case of TCG, a successful computer supplies group in Australia. The governance structure is modelled as ten‘rules’ which enable the group to function and grow.
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    Notes: Municipal or local governments worldwide are poorly prepared forthe vast changes taking place in human resource management (HRM). Mostaspects of organizational life are being transformed, and a strategy,that local governments can follow to avoid becoming a"backwater", that will cease to attract the calibre of humanresources needed to maintain effective local economies, is outlined.
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    Notes: Examines the concept of "empowerment", and itsimplications for public sector management. Argues that it is not asingle concept, but rather a cluster of concepts. Offers a typology ofthe different approaches to empowerment contained within this cluster,and details the issues that these raise for the management of publicsector services. Concludes with two short examples of how this typologycould be used to further understanding of empowerment, in the context ofcommunity care for elderly people.
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    International journal of public sector management 7 (1994), S. 15-28 
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    Notes: Addresses the general issue of the effective management of publicrelief programmes. Proposes that in the search for an appropriateguiding framework, public administrators could overcome some of theperennial problems stemming from lack of management continuity betweenad hoc programmes by adopting the so-called "privatizationparadigm". Develops a comparative analysis based on the Bureau ofIndian Affairs' (USA) recent effort to assist American Indians start andmaintain viable business ventures. Argues that the substantialnon-securing management costs of business relief programmes could bereduced if administrators applied management models provided byprivatization theory to the direction of their programmes.
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    Notes: There is great emphasis in local authorities for strategydevelopment to reflect the characteristics and views of a localpopulace. Initiating research which effectively supports strategydevelopment is problematic, as the gaps in strategists' knowledge of apopulace are not self-evident. Examines the problems of initiatingeffective research which can support strategy development, and thebarriers existing in local authorities which can prevent the successfuldevelopment of research. Presents a format for a research brief that isseen as a means to develop negotiations between the strategist and theresearcher. The brief is seen as a means to test the nature of skills inproblem diagnosis and data interpretation of the researcher, in additionto their skills of measurement. It is a test of what the researcher canbring to the demanding tasks of strategy development.
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    Notes: Institutional development (ID) can be an elusive concept whenattempts to analyse it are made. The notion of sustainability is evenmore intangible, save for the fact that the results of any ID should beable to continue after the external or technical assistance iswithdrawn. Attempts to define both ID and sustainability and reviews thecase of establishing an urban management system. Addresses itsperformance and sustainability and presents a method of quantifying theanalysis of sustainability, using the case material. The method isdominated by the client's self-assessment. The role of the expert is tooffer a quantified structure for that assessment.
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    Notes: Briefly outlines recent developments in the commercialization ofthe public sector at the federal level of government in Australia. Aftersix years of planning and implementation, debate continues over whetherthe dramatic changes in practice are achieving the proclaimed ends ofenhanced efficiency, economy and effectiveness or are merely subvertingequity and the once considered essential traditions associated withWestminster-derived public administration. The theoretical, ideologicaland epistemological problems associated with economics being the drivingintellectual academic discipline for commercialization are confronted.Within the context of full privatization in Australia yet to occur,organizational development, change and management education and trainingassociated with the commercialization of public agencies are addressedin detail. Discusses a human resource development agenda and amanagement educator's cognitive map for facilitating change processesassociated with widespread drives for commercialization. Externaltendering for management education and management training curriculumemerges as a novel development in Australian public managements' searchfor quantifiable behavioural outcomes.
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    Notes: Reports the results of a study carried out in Tanzanian publictextile manufacturing firms. The purpose was to examine the rolesperformed by middle and senior managers to enable them to carry outtheir jobs efficiently and effectively. In addition, the studyconcentrated on manufacturing management practices and the relationshipbetween managers and subordinates (employees). It was found that middlemanagers have more practical vision for the future than top (senior)managers. The majority of middle managers, though they perform strategicfunctions in the organization, do not have as much influence to effectchanges as do top managers However, current fundamental problems need tobe at least partly solved before any particular management technique canbe expected to work well. Where management techniques are applied, theyneed to start with basic information and reporting before any moreadvanced methods can be introduced. Proposes recommendations toalleviate some of the problems.
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    Notes: Provides a framework for analysing and accomplishing programmeobjectives, both in the public and private sectors. The frameworkprovokes analysis beginning from what is the business of an agency todetermining the appropriate mix of strategies for accomplishingprogramme objectives. The framework consists of seven criticalcomponents: evaluating the business of the agency; ascertaining theauthority inherent in an office; understanding the operating environment– both the political and the non-political environment; conductinginventory of resources to determine what is needed; selecting theappropriate techniques to accomplish the objectives; and finallyevaluating the outcome. To demonstrate the application, two cases fromthe American political system were analysed. In analysing the caseexamples, it became apparent that the administrator who understood hismandate and the operating environment invariably developed theappropriate mix of strategies needed to accomplish programme objectives.On the other hand, the administrator who lacked reasonable appreciationof the operating environment, but seemed to understand only his mandate,had trouble developing any effective stratagems for accomplishingprogramme objectives.
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    International journal of public sector management 7 (1994), S. 67-76 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: State-Industry interface has always been a subject of debatebecause the role of the state in relation to industry depends on theeconomic philosophy adopted by a country. The two extreme economicphilosophies, capitalism and socialism, have their own limitations. OnceWinston Churchill observed: "Capitalism is unequally shared wealthwhile Socialism is equally distributed poverty". India hasfollowed the path of a "mixed economy" which thrives on theco-existence of public and private sectors. The joint sector whichprovides a compromise between public and private sectors has been asubject of debate in the country since the early 1970s. Today when theIndian economy is in transition there is a need to make a freshassessment of the joint sector. The basic idea underlying the concept isa combination of joint ownership, joint control and professionalmanagement. It is a pattern wherein the Government, through itsIndustrial Development Corporation (IDC), holds 26 per cent of equitycapital, the private sector partner holds 25 per cent and the remaining49 per cent is meant for the public. In fact, the joint sector is theapplication of the concept of a mixed economy at the micro level.
    Type of Medium: Electronic Resource
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  • 98
    Electronic Resource
    Electronic Resource
    Bingley : Emerald
    International journal of public sector management 7 (1994), S. 4-15 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: Quality assurance is concentrated in manufacturing and over thelast three to four years there has been an upsurge of interest in thepublic sector. Focuses on local authority social services departments,but literature and the implementation of quality assurance in the socialservices is very limited, particularly in specific areas such as Mealson Wheels, home care services and children's homes. Provides anunderstanding of the requirements of implementing Quality Assurance(BS5750) in Social Services, particularly the Meals on Wheels service.Gives a brief outline of what is quality assurance and BS5750. Aims toprovide social service practitioners with insight and guidance to therequirements of introducing BS5750 for the Meals on Wheels service.
    Type of Medium: Electronic Resource
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  • 99
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    Electronic Resource
    Bingley : Emerald
    International journal of public sector management 7 (1994), S. 5-14 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: Agencies are small public organizations that can be managedstrategically to achieve a legislated goal. Develops a framework thatcan help them do this by working with their five key relationships: theMinister and Government, the Minister's department, central controlagencies, the agency's board, and the professional staff. Suggests ageneral approach to a strategy for managing agencies: do the workenvisaged in the founding legislation, while managing the primaryrelationships with Minister and Government and the Board, and monitoringthe constraints of lateral relationships and other legislation. Withinthis context, set priorities and make choices in terms of managerialcapacities and operate the agency to attain credibility, primarily interms of achieving the legislated goal, while developing a reputationfor managerial competence.
    Type of Medium: Electronic Resource
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  • 100
    Electronic Resource
    Electronic Resource
    Bingley : Emerald
    International journal of public sector management 7 (1994), S. 15-24 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: Explores whether the current implementation of privatization inTurkey is consistent with original privatization objectives as laid downin the original government plan. Presents analysis of hard data obtainedfrom the Public Participation Fund, the agency responsible for theplanning and execution of the programme and entrusted with selling thestate's shares in companies, and the results of certain questions from asurvey undertaken in Turkey to assess the opinions of senior managers,drawn from both the state and private sector, and academics, regardingthe implementation of the privatization policy. Finds that, to date,implementation of the privatization programme is contrary to theoriginal objectives of the Turkish government.
    Type of Medium: Electronic Resource
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