Journals
2011 EN
Charles P. Corcoran
Under AACSB mission driven standards, three tiers of business programs have emerged: doctoral level, masters level and baccalaureate level. AACSB institutions in these three tiers are significantly different in many respects. Given that institutional differences are so large and widespread among the three tiers, what, then, are the characteristics, if any, which give AACSB-accredited programs a common identity? Evidence is presented that faculty perceptions are quite similar, regardless of program tier. Thus, the common bind of these diverse programs is measured less in terms of resources and more in terms of a shared ethic of mission-driven excellence.
Journals
2011 EN
Frederic Bernard · Jean Desrochers · Denis Martel
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The purpose of this research is to propose an overall performance evaluation model for local development companies that takes into account social, financial and operational aspects. While there are many ways to evaluate business performance, few make it possible to take into account all the objectives of the organization. After reviewing the literature on the topic, we developed a model that uses a surface measurement to classify organizations. We then applied this model to the Societe locale d’investissement et de developpement d’emploi du Quebec (SOLIDEQ), which itself comprises 84 SOLIDEs. The mission of these organizations is to provide venture capital to regional companies. As an arm of a labor-sponsored venture capital corporation, the SOLIDEs must obtain a return on investment commensurate with the risk incurred, achieve local development objectives such as job creation and maintenance, and lastly, manage operations wisely given that the management committee consists of volunteers. The study results show that our model can be effectively used to measure the performance of each SOLIDE and to create a classification that takes into account all their objectives.
Journals
2011 EN
Don E. Giacomino · Michael D. Akers
The Motley Fool has been described as “the most popular Internet stock chat website” (Hirschey et al, Financial Analysts Journal, 1999). Per the company’s website, the mission of the privately-held multimedia financial services company is to educate, amuse, and enrich” in order “to build the world’s greatest investment community” ( www.fool.com/press/about.htm ). The Motley Fool notes that their products are designed to “help people take control of their financial lives”. While other internet financial services exist, this article examines the performance of the investment services/advice provided by The Motley Fool (TMF) because of its notoriety. We use investment publications, information posted on the company’s website, and academic research for our analysis. Our findings show that, despite the popularity of TMF, investors need to critically evaluate TMF financial recommendations. Considerable time and effort are required to effectively manage financial resources and, undoubtedly, there will be mistakes, even by financial advisors such as TMF. It is doubtful that performance that beats the market can be accomplished in 15 minutes per year as suggested by TMF.
Journals
2011 EN
Jay D. Edwards · Andrew Honeycutt · Craig S. Cleveland
With the emergence of global information and technology, firms have reformulated marketing and technological teaming in a concert effort to accommodate transnational marketing relationships that enable firms to compete in a global business society. Given the competitiveness of organizational distinction and implication, firms have proactively created an internal synergy that enable marketing teams to better excel in an environment of obscurity and uncertainly. Marketing management has evolved into phenomena that require constant reassessment of vision, mission, and strategy in an unrelenting effort to maintain organizational survival and competitiveness in a global recessive business economy. Information technology has greatly inspired this renewed sense of competition; moreover, organizations that embrace the challenge of integrating technology within marketing teams will only become the change agents the business world community will aspire to duplicate for great strategic advantage.
Journals
2011 EN
Mark Landis · Scott I. Jerris · Mike Braswell
Since 2005, the PCAOB (Public Company Accounting Oversight Board) has been issuing inspection reports for triennially-inspected audit firms as part of its overall mission to improve audit quality. This study analyzes the findings in the PCAOB inspection reports by classifying the audit deficiencies cited in the reports by area of deficiency and type of audit failure. CPA firms can utilize these findings in their efforts to reduce client engagement audit risk. The results indicate that the overall number of cited deficiencies is declining each year, revenue and asset accounts are the most frequently cited accounts, business combinations and equity transactions are the most cited transactions, and insufficient testing or documentation is the primary type of audit failure. We also document that most departures from GAAP occur in the accounting for business transactions or in liability accounts.
Journals
2011 EN
Gary F. Keller
The need to demonstrate the effectiveness of any business or organization worthy of attracting resources and transforming them into valued products/services is an entity’s primary mission. A variety of methods have evolved over time to measure a for-profit enterprise’s performance. Economists have typically studied how well a firm manages the factors of production under its control while accountants and financial analysts scrutinize a variety of analytical tests to determine current and future performance. Not-for-profit organizations have adopted many of the commercial sector’s economic and accounting/financial techniques to gauge their performance. However, an issue that plagues the analysis of for-profit and not-for-profit businesses is the effect that management has on an enterprise’s performance. While economists and accountants can account for nearly all of the factors of production, the discipline cannot calculate the effect of management on agency performance. Considering the roles and economic impact that both forprofit and increasingly not-for-profit organizations/non-governmental organizations (NPO or NGO) it is vital to assess how these organizations are managed and what if any effect management practices have on their organizational performance. The purpose of this quantitative research investigation was to study the affect of 18 management practices defined as “operations (three practices), monitoring (five practices), targets (five practices), and incentives (five practices)” (Bloom & Van Reenen, 2007, pp. 1393 - 1397) had on the performance of for-profit firms and NPOs in southeast, Wisconsin. The basis of this research project was derived from two studies. One study (Keller, 2009) was conducted on for-profit corporations in late 2008 and the second that Keller conducted on NPOs in 2010. The examination revealed that management practices did not have a statistically significant impact on the economic performance of for-profit firms (with the exception of one ownership type) and a strongly significant influence on not-forprofit organizations.
Journals
2011 EN
Cynthia M. Newman · Sigfredo A. Hernandez
The mission of Minding Our Business (MOB), a service-learning course started in 1997 to meet community needs, is to advance the personal and vocational development of urban youth through entrepreneurship education and mentoring. This paper evaluates the long-term impact of MOB on the personal and vocational development of the alumni mentors participating in the program from 1997 to 2005. No scholarly research has been conducted to date on the long-term effect of MOB on mentors and little research has been conducted on the effects of service-learning participation on alumni service-related attitudes and behaviors in general. Consequently, the current study extends the existing research stream on the long-term effects of service-learning participation on alumni service-related attitudes and behaviors. Furthermore, the unique nature of MOB as a mentoring program in entrepreneurship also allows the researchers to study possible long-term effects on interest in community service and interest in entrepreneurship as a vocational option.
Journals
2011 EN
Krisztián Kis · Rita Szekeresné Köteles
Based on the results of our questionnaire survey, our study presents the major operational features of LEADER LAGs established in Hungary in the second half of 2007. Our national survey indicated that most of the partnerships established do not have experience in the implementation of community-based rural development programmes and there are no traditions and practices for development cooperation, which may cause problems as the success of programme implementation highly depends on the preparedness of local society, on the cooperation of local people. The survey indicates that the development of areas covered by LAGs is hindered by so-called soft factors characterizing human resources (rural people and communities). Therefore human resources are not only factors of the rural economy but areas for development as well. Having examined the tasks of LAGs,it can be established that they deem it to be their principal task to grant support funds.Inouropinion, performance of this task is obviously necessary but far from sufficient to fulfil their catalyst role expected in local developments. For this purpose, it is essential for action groups to play a proactive role in organizing and thereby increase the capacity of local communities, a prerequisite for implementing a LEADER programme. In accordance with the basic principle of subsidiarity, rural development should be implemented locally, managed by local communities, and decisions should be made at local levels in a decentralized manner. At the same time, the survey points out that LAGs operate under strong government influence and control, leading to the conclusion that the Hungarian practice of the LEADER programme is characterized by decentralization without subsidiarity. In the present structure, the activities of LAGs are predominantly financed from central resources.Administration is the primary goal of their financing, which restricts their effective and efficient operations, thereby the successful implementation of the LEADER programme. It is unquestionable that LAGs need to be centrally financed since their operation is fundamental for programme implementation, but this requires more than acting in their present role of distributing resources. In order for action groups to fulfil their real roles to boost local developments, they need to recognize their mission; and from the financing and regulatory side, they must be enabled to complete the tasks expected from them and their function.
University of Debrecen/Applied Studies in Agribusiness and Commerce (APSTRACT)
Journals
2011 EN
Fernando Campo del Pozo
This work has been done by investigating Augustinian and Vasco de Quiroga´s teaching Work in Mexico. He´s still being called “Tata Vasco”. He was founder of towns, schools and hospitals in Mexico, which were later called “ reducciones” .Vasco de Quiroga was born in Madrigal de las Altas Torres between 1470 and 1479. Being a great jurist and listener, he founded the Santa Fe de la Laguna institution with some Augustinian´s help in 1533. He was appointed as Michoacan’s Bishop in 1536, where he made a fine wok by founding villages, hospitals and schools such as San Nicolas, first a seminary and college , and later into a university . He Was also a great natives` rights defender and opponent to slavery. His message still appears today in Vasco de Quiroga University’s motto: “ Teaching by truth ”, and the same in its mission. It encourages people to believe in Vasco de Quiroga´s catholic humanism in order to change society by means of education.“Tata Vasco” was a pioneer educating native people in Nueva Espana virreinato. His essay “ People with schools and hospitals ” seemed to be a utopia. Later, it became a model for “ reducciones ”, followed by Franciscans and Jesuits inParaguay.
Pedagogical and Technological University of Colombia
Journals
2011 EN
Diana Elvira Soto Arango
The topic of “ ethical- Scientific- social responsibility” of a university professor in Latin America is introduced from the question whether the Latin America university has trained and is actually training its teaching faculty with professional capacity to lead the educational and cultural transformation, the social, technological and scientific changes, all of them seen from ethics, solidarity, tolerance, and inclusion in the ever-changing “knowledge societies” of the 21th century. Both mission and vision of the 21th centuryLatin Americauniversity are co-related to the university professor’s profile.
Pedagogical and Technological University of Colombia