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Open Access. Powered by Scholars. Published by Universities.®

2013

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Institution
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Articles 631 - 641 of 641

Full-Text Articles in Business Administration, Management, and Operations

Deviance, Dark Tourism And ‘Dark Leisure’: Towards A (Re)Configuration Of Morality And The Taboo In Secular Society, Philip R. Stone Dec 2012

Deviance, Dark Tourism And ‘Dark Leisure’: Towards A (Re)Configuration Of Morality And The Taboo In Secular Society, Philip R. Stone

Dr Philip Stone

A taboo is a prohibition placed on exposing what is good as well as what is bad. Indeed, prohibited by authority or social influences, taboos are rooted in an unconscious guilt and insulated from our psychosocial life-worlds by mediating institutions of religion and politics. Yet, in an age of secularisation and liberalisation, new mediating institutions of the taboo are emerging, particularly within contemporary museology. Presently, therefore, a number of time-honoured taboos are increasingly becoming translucent and, as a result, there is a new willingness to tackle inherently ambiguous and problematical interpretations. Consequently, an exhilarating phase of museological development has opened …

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Dark Tourism, Heterotopias And Post-Apocalyptic Places: The Case Of Chernobyl, Philip R. Stone Dec 2012

Dark Tourism, Heterotopias And Post-Apocalyptic Places: The Case Of Chernobyl, Philip R. Stone

Dr Philip Stone

On 26 April 1986, during a procedural shut down of reactor number four at the Chernobyl Nuclear Power Plant in the Ukrainian Soviet Socialist Republic (now Ukraine), a catastrophic surge of energy led to a reactor vessel rupture and, subsequently, resulted in the world’s worst nuclear accident. Numbers of deaths from the disaster vary enormously, including from the radioactive fallout that encroached great swathes of Western Europe, to the apparent generational health maladies that now affect local populations. However, despite remaining health and safety concerns, illegal visitor tours to Chernobyl have flourished over the past decade or so. Moreover, during …

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Job Opportunities For Faculty In The Field Of Entrepreneurship, Todd A. Finkle Dec 2012

Job Opportunities For Faculty In The Field Of Entrepreneurship, Todd A. Finkle

Todd A Finkle

This article examines the changes in the market for entrepreneurship faculty over the past 23 years. Data is provided from June, 1989 through June, 2012 on advertised candidates and positions throughout the world. There were several significant findings in this study. During the academic year 2011/12 there were 319 total advertised entrepreneurship positions of which 202 (63%) were seeking a candidate with a primary interest in entrepreneurship. This is the highest number of primary positions since this study was initiated in 1989. Furthermore, in 2011/12 there were 203 tenure track positions, which is the largest number since the beginning of …

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An Examination Of The Financial Challenges Of Entrepreneurship Centers Throughout The World, Todd A. Finkle, Teresa Menzies, Donald F. Kuratko, Michael G. Goldsby Dec 2012

An Examination Of The Financial Challenges Of Entrepreneurship Centers Throughout The World, Todd A. Finkle, Teresa Menzies, Donald F. Kuratko, Michael G. Goldsby

Todd A Finkle

This article fills a need in the entrepreneurship literature by investigating the finances of entrepreneurship centers throughout the world. Entrepreneurship center directors were surveyed (249 U.S. and 111 Global) about the various facets of their center’s finances. We received 174 responses for a 49% response rate (U.S. 49%, international 49%). We explore the financing of entrepreneurship centers and the relationship between U.S. and international centers. The results of this research project can be used as a benchmark for entrepreneurship center directors in understanding the financial challenges confronting their centers.

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Managing Sales Compensation: A Sales Force Configuration Approach, Pankaj M. Madhani Dec 2012

Managing Sales Compensation: A Sales Force Configuration Approach, Pankaj M. Madhani

Dr. Pankaj M. Madhani

A company and the configuration of its sales force have to evolve as the company goes through the stages of its life cycle. Sales force configuration involves decisions that reflect sales strategy, sales force structure and sales force size. Specifically, it focuses on how the sales personnel apportion their efforts among different products, customers, geography and selling activities (sales strategy); the differing roles that internal sales force and external selling partners should play (sales force structure) and the sales force capacity to effectively serve the customers (sales force size). Sales force configuration management is critical because it determines how quickly …

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The Hogan Entrepreneurial Leadership Program: An Innovative Model Of Entrepreneurship Education, Paul F. Buller, Todd A. Finkle Dec 2012

The Hogan Entrepreneurial Leadership Program: An Innovative Model Of Entrepreneurship Education, Paul F. Buller, Todd A. Finkle

Todd A Finkle

This paper presents the Hogan Entrepreneurial Leadership Program, a four-year, university-wide undergraduate program, as a proven, innovative model for undergraduate entrepreneurship education. The paper will discuss the following: (1) context and mission of the program; (2) distinguishing features of the program; (3) structure and funding of the program; (4) student and program outcomes, and (5) lessons learned.

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Trends In The Market For Entrepreneurship Faculty From 1989-2011, Todd A. Finkle Dec 2012

Trends In The Market For Entrepreneurship Faculty From 1989-2011, Todd A. Finkle

Todd A Finkle

Utilizing institutional theory, this article examines data based on the trends in the market for entrepreneurship faculty over the past 22 years. Data is provided from June, 1989 through June, 2011 on advertised candidates and positions throughout the world. The paper shows that the field of entrepreneurship has become increasingly institutionalized over the past 10 years. However, more recent evidence shows a significant increase of non tenure track positions. A discussion of the results follows.

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Platform Competition Under Asymmetric Information Dec 2012

Platform Competition Under Asymmetric Information

Hanna Halaburda

In the context of platform competition in a two-sided market, we study how ex-ante uncertainty and ex-post asymmetric information concerning the value of a new technology affects the strategies of the platforms and the market outcome. We find that the incumbent dominates the market by setting the welfare-maximizing level of trade when the difference in the degree of asymmetric information between buyers and sellers is significant. However, if this difference is below a certain threshold, then even the incumbent platform will distort the trade downward. Since a monopoly incumbent would set the welfare-maximizing level of trade, this result indicates that …

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A Conversation With Jeffrey N. Shane, April 12, 2012, Brian F. Havel Dec 2012

A Conversation With Jeffrey N. Shane, April 12, 2012, Brian F. Havel

Brian Havel

This transcript of an interview with Jeffrey N. Shane appears in a Special Edition of Issues in Aviation Law and Policy presenting transcripts of the fourth, fifth, and sixth interviews in the International Law Institute's "Conversations with Aviation Leaders" oral history project. The project explores the origins, history, and record of United States airline deregulation as told through the voices and memories of its participants. Jeffrey N. Shane served in a number of key policymaking positions in the federal government over a 30-year period, including Under Secretary of Transportation for Policy from 2003 to 2008.

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Emergency Service Leader Perceptions Of Legitimacy, John R. Fisher, R. Jeffery Maxfield Dec 2012

Emergency Service Leader Perceptions Of Legitimacy, John R. Fisher, R. Jeffery Maxfield

Dr. John R. Fisher

This study adds to the qualitative data showing how leaders in the emergency services perceive legitimacy and the bases of power. The study examines leader perception of the reasons their subordinates view their leadership as legitimate. Two definitions of legitimacy are presented: the traditional viewpoint of French and Raven (1959) associating legitimate power “with having status or formal job authority” and the other proposed by Maxfield (2012) in the LEAP leadership model basing legitimacy more on the characteristics leaders bring to their positions. Emergency service students interviewed leaders in their career fields, determining their view of legitimacy. They found that …

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Optimal Allocation Of Resources In Airport Security: Profiling Vs. Screening, Aniruddha Bagchi Dec 2012

Optimal Allocation Of Resources In Airport Security: Profiling Vs. Screening, Aniruddha Bagchi

Aniruddha Bagchi

No abstract provided.

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