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  • 1
    Online Resource
    Online Resource
    Emerald ; 2000
    In:  International Journal of Manpower Vol. 21, No. 8 ( 2000-12-01), p. 596-614
    In: International Journal of Manpower, Emerald, Vol. 21, No. 8 ( 2000-12-01), p. 596-614
    Abstract: This paper examines the impact of government taxation policy on self‐employment as the preferred form of job tenure in the British construction industry. It analyses the rapid growth in self‐employment over the period 1970‐1996 in the context of a very benign tax regime. It shows how self‐employment has grown far more rapidly in construction than in other economic sectors and also how British construction has more self‐employment than its European counterparts. The role of financial factors, especially taxation, in the decisions of companies to use self‐employed workers and in workers themselves opting for self‐employed status, is identified. Recent changes in the approach of taxation authorities towards construction workers are described and the broad impact of such measures on the propensity to self‐employment is outlined. An economic model is specified for explaining construction self‐employment in terms of taxation and other economic determinants and the empirical results of applying the model to annual data for the period 1970 to 1999 are reported.
    Type of Medium: Online Resource
    ISSN: 0143-7720
    Language: English
    Publisher: Emerald
    Publication Date: 2000
    detail.hit.zdb_id: 2032092-9
    SSG: 3,2
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  • 2
    Online Resource
    Online Resource
    Emerald ; 2001
    In:  Journal of Financial Regulation and Compliance Vol. 9, No. 3 ( 2001-3-1), p. 279-283
    In: Journal of Financial Regulation and Compliance, Emerald, Vol. 9, No. 3 ( 2001-3-1), p. 279-283
    Abstract: The various pre‐trial stages of these complex proceedings have been discussed in previous issues of this Journal in Vol. 5, No. 1, pp. 70–72, Vol. 7, No. 3, pp. 274–280, Vol. 8, No. 4, pp. 359–364 and the factual background explained. Depositors in the UK branch of BCCISA (part of the Bank of Credit and Commerce International group which collapsed in 1991 leaving large scale losses) had brought actions for damages in respect of their uncompensated losses against the Bank of England (the Bank) in relation to its discharge of its statutory functions under the Banking Act 1979. They argued (1) that the Bank's licensing as a deposit‐taker and subsequent supervision of BCCI amounted to misfeasance in public office and/or (2) that they had, under European law, enforceable rights against the Bank conferred on them by the First Council Banking Co‐ordination Directive (77/780/EEC) which the Banking Act 1979 implemented in the UK. In May, 2000 the House of Lords definitively settled as a matter of law the second ground of the claimants' argument ruling that the European Directive in question did not have the effect of conferring rights in damages against the Bank on the depositors. In the same judgment the House of Lords ruled as a matter of law that the essential elements of the tort of misfeasance in public office (which by this stage is the only possible legal ground of claim available to the depositors) were to be found ‘where a public officer acts knowing that he has no power to do the act complained of and that the act will probably injure the [claimant]. It involves bad faith inasmuch as that the public office r did not have an honest belief that his act was lawful’ (per Lord Steyn, House of Lords judgment of 18th May, 2000 in these proceedings). This ‘reckless indifference’ which must be proven to exist for a claim against the Bank to succeed must be judged in a subjective sense, their Lordships ruled last year, so that the depositor claimants needed to show knowledge on the part of the Bank that the decision of the Bank would probably damage the Appellants. The question of whether or not the facts pleaded by the claimants reveal a sustainable cause of action against the Bank or whether, as the Bank had argued throughout, they did not and the action ought to be struck out without proceeding to full trial was referred to another House of Lords hearing. It was from that subsequent hearing on whether or not the claim should be allowed to proceed to full trial of the substantive issue of the Bank of England's alleged liability that this decision was made.
    Type of Medium: Online Resource
    ISSN: 1358-1988
    Language: English
    Publisher: Emerald
    Publication Date: 2001
    detail.hit.zdb_id: 2093796-9
    SSG: 2
    SSG: 3,2
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  • 3
    Online Resource
    Online Resource
    Emerald ; 2011
    In:  Strategy & Leadership Vol. 39, No. 5 ( 2011-09-06), p. 56-58
    In: Strategy & Leadership, Emerald, Vol. 39, No. 5 ( 2011-09-06), p. 56-58
    Abstract: The purpose of this paper is to investigate whether visionary management be learned. Design/methodology/approach The author, an experienced futurist, asks and answers the question, “Can visionary management be learned?“ Findings The paper finds that new research suggests that managers can develop skills associated with successful visionaries. Practical implications One particularly important aspect of visionary management is the use of intuition, which experts describe as unconscious pattern recognition. The pattern recognition of trends for futurists and visionaries needs to be based on high quality information and disciplined imagination. An excellent approach to pattern recognition is the use of scenarios for anticipating and planning for the future. Scenarios prepared according to best practices share certain characteristics that provide high quality information and disciplined imagination. Originality/value The scenario method certainly can be learned by managers to the extent that they include information and pattern recognition within a prescribed rigor, scenarios are a viable way to teach intuitional skills to managers. These skills of intuition expand the manager's capability to become visionary.
    Type of Medium: Online Resource
    ISSN: 1087-8572
    Language: English
    Publisher: Emerald
    Publication Date: 2011
    detail.hit.zdb_id: 2039442-1
    SSG: 3,2
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  • 4
    Online Resource
    Online Resource
    Emerald ; 2006
    In:  Strategy & Leadership Vol. 34, No. 3 ( 2006-05-01), p. 43-50
    In: Strategy & Leadership, Emerald, Vol. 34, No. 3 ( 2006-05-01), p. 43-50
    Abstract: The purpose of this article is to clarify the difference between futuring and visioning and to suggest how they may be better implemented as complementary approaches to strategic decision‐making. Design/methodology/approach A veteran of more than 80 scenario development projects, the author describes the tools required and the best practices for defining the mission, setting the goals, developing a vision, and making plans that move a business beyond the familiar of today to the uncertainties of tomorrow Findings Offers examples of companies that used futuring and visioning tools to prepare product scenarios that anticipated the future, unarticulated voice of the customer. Practical implications Guidance for leadership: Recognize the difference between futuring and visioning, and do both in a complementary way. Encourage, if not require, people to think about the future of both customers and products. Set up a futuring unit to prepare trend monitoring and scanning, trend analysis, build forecasting models, and prepare narrations on the future of the external business environment for the entire company. Set up a program whereby employees have opportunities to participate in visioning exercises, especially when the topic question involves visioning at their own operational levels. Use the products of futuring as a frame of reference for visioning exercises. Develop a vision for the company based upon wide participation and using both futuring and visioning. Consistently articulate the vision for both external and internal audiences. Originality/value The article provides guidance about the process of learning about the future so that organizations can routinely integrate futuring and visioning into a vision statement and strategic plans
    Type of Medium: Online Resource
    ISSN: 1087-8572
    Language: English
    Publisher: Emerald
    Publication Date: 2006
    detail.hit.zdb_id: 2039442-1
    SSG: 3,2
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  • 5
    Online Resource
    Online Resource
    Emerald ; 2003
    In:  International Journal of Service Industry Management Vol. 14, No. 1 ( 2003-03-01), p. 7-35
    In: International Journal of Service Industry Management, Emerald, Vol. 14, No. 1 ( 2003-03-01), p. 7-35
    Abstract: This article develops a new conceptual model of knowledge flows within international service firms. Our model takes explicit account of the critical role of relationships and the individual as being central to the process of knowledge transfer for service firms. The model is then validated with data collected from five international service firms using critical event analysis techniques. The findings reinforce our contention that the individual plays a critical role in the process of knowledge transfer and that relationships form an integral part of this process. The implications of this finding are also discussed.
    Type of Medium: Online Resource
    ISSN: 0956-4233
    Language: English
    Publisher: Emerald
    Publication Date: 2003
    detail.hit.zdb_id: 2032068-1
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  • 6
    Online Resource
    Online Resource
    Emerald ; 1992
    In:  Planning Review Vol. 20, No. 3 ( 1992-3-1), p. 38-39
    In: Planning Review, Emerald, Vol. 20, No. 3 ( 1992-3-1), p. 38-39
    Abstract: Using alternative scenarios of possible future conditions, this utility has now developed contingency plans to meet long‐term demand in the most efficient and economical manner.
    Type of Medium: Online Resource
    ISSN: 0094-064X
    Language: English
    Publisher: Emerald
    Publication Date: 1992
    detail.hit.zdb_id: 2067385-1
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  • 7
    Online Resource
    Online Resource
    Emerald ; 2010
    In:  Strategy & Leadership Vol. 38, No. 5 ( 2010-09-07)
    In: Strategy & Leadership, Emerald, Vol. 38, No. 5 ( 2010-09-07)
    Type of Medium: Online Resource
    ISSN: 1087-8572
    Language: English
    Publisher: Emerald
    Publication Date: 2010
    detail.hit.zdb_id: 2039442-1
    SSG: 3,2
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  • 8
    Online Resource
    Online Resource
    Emerald ; 2005
    In:  Strategy & Leadership Vol. 33, No. 2 ( 2005-04-01), p. 33-40
    In: Strategy & Leadership, Emerald, Vol. 33, No. 2 ( 2005-04-01), p. 33-40
    Abstract: This case recounts how an expert scenario consultant and a team of managers at a government agency used proprietary technology to define a set of alternate futures; it describes how this scenario analysis provided a framework for understanding the existence of interlocking relationships – the logic model – among factors that determine desirable future outcomes. Design/methodology/approach As a tool for forecasting and strategic planning, Battelle employs a method called interactive future simulations (IFS) that uses expert judgment, trend analysis, and cross‐impact analysis for generating probabilistic alternative futures (scenarios). The tool has been used both for Battelle's own business strategy analysis and for fee‐for‐service projects for some 55 clients in North America, Europe, and Japan. Findings The logic model showed that, higher achievement depends primarily on only two clusters of descriptors: students receiving high quality instruction aligned with academic content standards and students having the right conditions and motivation for learning. Research limitations/implications Having completed the first generation of the logic model through the exercise of cross‐impact analysis, the Ohio Department of Education project team will revisit the scenarios and give them increased attention. A revised logic model will be constructed in 2005. Practical implications This article introduces the logic model as a potentially valuable new strategic management tool. Originality/value Managers in for‐profit and nonprofit organization can get a rare inside look at the process and potential of scenario analysis and the development of a logic model.
    Type of Medium: Online Resource
    ISSN: 1087-8572
    Language: English
    Publisher: Emerald
    Publication Date: 2005
    detail.hit.zdb_id: 2039442-1
    SSG: 3,2
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  • 9
    Online Resource
    Online Resource
    Emerald ; 2001
    In:  Library Hi Tech News Vol. 18, No. 4 ( 2001-04)
    In: Library Hi Tech News, Emerald, Vol. 18, No. 4 ( 2001-04)
    Type of Medium: Online Resource
    ISSN: 0741-9058
    Language: English
    Publisher: Emerald
    Publication Date: 2001
    detail.hit.zdb_id: 2014315-1
    detail.hit.zdb_id: 53545-X
    SSG: 24,1
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  • 10
    Online Resource
    Online Resource
    Emerald ; 2016
    In:  Strategy & Leadership Vol. 44, No. 2 ( 2016-3-21), p. 17-24
    In: Strategy & Leadership, Emerald, Vol. 44, No. 2 ( 2016-3-21), p. 17-24
    Abstract: – To further a dialog about the future of opportunities in America, this exercise imagines what life would be like in four alternative possibilities, or scenarios, emerging from now to the year 2035. Design/methodology/approach – The logical basis for these four possible futures is that technological, political, economic and social factors – and the decisions of voters and their leaders–will result in either many or few opportunities which will be available to many or few players. Findings – The central question is what scenario do we really want to live in and what decisions need to be taken to increase its likelihood of occurring? Conversely, which future is the most undesirable and what can we do to prevent it? Practical implications – The scenarios illuminate the choices that need to be explored now to better anticipate and react to the challenges of the future. Originality/value – By selecting just two ranges of conditions–opportunity and participation–the author is able to imagine futures that have elements of utopia and dystopia.
    Type of Medium: Online Resource
    ISSN: 1087-8572
    Language: English
    Publisher: Emerald
    Publication Date: 2016
    detail.hit.zdb_id: 2039442-1
    SSG: 3,2
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