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  • Articles  (8,460)
  • Other Sources
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  • 2005-2009
  • 2000-2004  (6,790)
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  • 11
    Electronic Resource
    Electronic Resource
    Academic tradition in a digital age (2003)
    Bradford : Emerald
    On the horizon 11 (2003), S. 5-8 
    Details
    ISSN: 1085-4959
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Education , Economics
    Notes: Contemporary institutions of higher education encourage veneration of the past through anachronisms their rhetoric and their design. This characteristic, however, owes less to scholarship or tradition than to a mood of nostalgia. Universities tend to have far greater longevity than institutions of government or commerce. They have managed to survive the Industrial Revolution and other upheavals with remarkably little structural change. Nevertheless, it is still uncertain how, or whether, they will adapt to a post-industrial world.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/10748120310500062
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  • 12
    Electronic Resource
    Electronic Resource
    The online education market: Much is at stake for institutions of higher education (2003)
    Bradford : Emerald
    On the horizon 11 (2003), S. 9-15 
    Details
    ISSN: 1085-4959
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Education , Economics
    Notes: The online degree and education market represents a crossroad for Higher Education. Outlines some issues the HE community must now face and several factors to success for their online degree programs. Universities have played an important role in the formation of the Internet and application of online education. The question remains, will universities actively participate and lead this market or sit on the sidelines and watch an opportunity for education slip away? Universities must act now.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/10748120310500071
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  • 13
    Electronic Resource
    Electronic Resource
    Higher education - IT as a catalyst for change (2003)
    Bradford : Emerald
    On the horizon 11 (2003), S. 23-28 
    Details
    ISSN: 1085-4959
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Education , Economics
    Notes: This paper is based on a review of current literature and addresses issues relating to communication and information technology (C&IT) provision in UK higher educational institutions from a number of perspectives. Suggests that potentially technology can improve the learning environment, but may not yet be the best medium for all situations.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/10748120310500099
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  • 14
    Electronic Resource
    Electronic Resource
    Universities and public deliberation: bringing expertise to the people (2003)
    Bradford : Emerald
    On the horizon 11 (2003), S. 15-24 
    Details
    ISSN: 1085-4959
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Education , Economics
    Notes: This article makes two points: first, that greater public deliberation is needed to enhance the democratic steering of technological change and, second, that universities are particularly well situated to provide an institutional foundation for such deliberations. Existing problems with policy making about issues with significant scientific and/or technological components are considered, along with the prospect that structured public deliberation might help close an evident democratic deficit in scientific and technological policy making. Several kinds of public deliberations are described, with special emphasis on the Danish Consensus Conference model. The basic requirements for effective public deliberations are discussed, along with several issues that need fundamental research. Finally, a scenario of multiple public deliberative exercises scaled at the national level is discussed.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/10748120310508046
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  • 15
    Electronic Resource
    Electronic Resource
    What strategic investments should you make during a recession to gain competitive advantage in the recovery? (2003)
    Bradford : Emerald
    Strategy & leadership 31 (2003), S. 31-39 
    Details
    ISSN: 1087-8572
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Purpose: To investigate where investment during a recession pays off and where it does not. Methods: Comparing analogous businesses in the unique PIMS database, we highlight three measures to distinguish between successful and unsuccessful strategies. They are: average profitability during recession, defined as return on capital employed, change in profitability (ROCE) during first two years of recovery, and change in market share during first two years of recovery. Scope: 1,000 businesses were compared (drawn from 4,100 in the PIMS database). Results: PIMS' evidence distinguishes between "good costs", "bad costs" and "it depends costs". "Good costs" are those that should be increased and intensified during recession. "Bad costs" are those that need to be pruned hard in recession. "It depends costs" are those where the right actions are dependent on the strategic position of an individual business at the time the recession begins. Conclusions and recommendations: "In a recession, dare to invest aggressively in marketing, innovation and customer quality", is the clear message to be drawn from PIMS (Profit Impact of Market Strategy) research into which business strategies aid success during and after a market downturn lasting several years.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/10878570310483960
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  • 16
    Electronic Resource
    Electronic Resource
    Assessing your strategic alternatives from both a market position and core competence perspective (2003)
    Bradford : Emerald
    Strategy & leadership 31 (2003), S. 29-35 
    Details
    ISSN: 1087-8572
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The practice of strategic decision-making has two major perspectives to help managers create and maintain competitive advantage in the face of a range of business challenges. One stresses market position and the other core competence. (1) Market position - the positioning approach to strategy development is associated mainly with the work of Michael Porter; strategic choice is focused primarily on the structure of the industry and how it might be shaped to advantage. The aim is to establish a "privileged"/hard-to-replicate position in an industry that is difficult to enter. (2) Core competence - the competence-led perspective is associated with the work of C.K. Prahalad and Gary Hamel; strategic choice focuses primarily on assessing which distinctive competences should be built, then considers the market opportunities that would exploit them best. It may be tempting to use one approach or the other because the market position and core competence approaches do create perspectives that see things very differently, and their analytical methodologies offer different guidance. But instead of picking one over the other, the astute strategist may be best served to test out both perspectives and generate a wider range of options. This is shown in the article's illustrations of corporate strategy in the multi-business firm and strategic renewal. In sum, looking at your business from both approaches will generate two sets of contrasting perspectives and options for action. For many firms, this binocular vision of the available strategic options will lead to a better result than if either perspective was used alone.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/10878570310505578
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  • 17
    Electronic Resource
    Electronic Resource
    Managing stakeholders vs. responding to shareholders (2003)
    Bradford : Emerald
    Strategy & leadership 31 (2003), S. 36-40 
    Details
    ISSN: 1087-8572
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The pressure on corporate executives to increase their stock prices and shareholder value in the short-term has caused them to lose sight of how lasting shareholder value is created in the first place. The enterprise must be managed to meet the needs of all stakeholders rather than making decisions based solely on short-term shareholder value considerations. The primary management emphasis should be on meeting the needs of our customers and motivating employees to do so. Companies that put their customers first and empower their employees to serve them will inevitably provide greater growth in shareholder value than those corporations that focus primarily on boosting their stock price and only giving lip service to other constituencies. The demands of all stakeholders must be met concurrently. Leaders must juggle the competing interests of their stakeholders - customers and customer's customers; current employees and those in acquired companies; short-term and long-term shareholders; media; local, national, and international communities; government and regulators.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/10878570310505587
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  • 18
    Electronic Resource
    Electronic Resource
    Accelerating change in the academy: Balancing new demands while protecting core values (2003)
    Bradford : Emerald
    On the horizon 11 (2003), S. 16-22 
    Details
    ISSN: 1085-4959
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Education , Economics
    Notes: Forces that are transforming the global economy are now sweeping through higher education. As the higher education environment becomes more turbulent, administrators and academic leaders are caught between opposing forces that both demand and resist change. Suggests five strategies to help universities adapt to the changing environment while preserving important academic values.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/10748120310500080
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  • 19
    Electronic Resource
    Electronic Resource
    The myth of the crisis in academic publishing (2003)
    Bradford : Emerald
    On the horizon 11 (2003), S. 3-5 
    Details
    ISSN: 1085-4959
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Education , Economics
    Notes: The high cost of academic journals has led researchers to seek alternative venues for both publishing and accessing scholarly research. The Internet will provide an appropriate vehicle once there is a model which is not a simple mapping of brick space into click space. This will require The Academy to apply knowledge management to their own practices.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/10748120310508019
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  • 20
    Electronic Resource
    Electronic Resource
    Complexity, uniqueness, and similarity in between-bundle choice (2003)
    Bingley : Emerald
    The @journal of product & brand management 12 (2003), S. 358-376 
    Details
    ISSN: 1061-0421
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: When offering product/service bundles to customers, marketers must decide how best to configure the bundles such that consumers do not find the bundle-choice particularly difficult. This paper examines perceived decision difficulty in selecting from a menu of bundles, where the bundles vary on the number of component services, the number of unique services between competing bundles, and their perceived similarity. It is found that larger bundles make decisions more difficult, more unique services between the competing bundles increases decision difficulty for small, but not large, bundles and similar bundles pose greater choice difficulty than dissimilar bundles. Implications of the results are discussed.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/10610420310498795
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