Vol. 1(8) November 2008
Managing Resources for Criminal Entrepreneurship
Gottschalk Petter
Criminal entrepreneurship is found in organized crime,
where criminal entrepreneurs choose to organize a criminal business enterprise in
order to exploit illegal market opportunities. Entrepreneurial opportunities can
be exploited in a variety of ways, depending on available resources. This theoretical
research paper applies the resource-based theory of the enterprise to generate new
insights into criminal entrepreneurship. As organized crime is growing locally as
well as globally, law enforcement agencies need to develop their understanding of
criminal entrepreneurship.
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Employees’ Perception of Organizational Politics and
its Outcome: A View of Corporate Bangladesh
Jahangir Nadim*, Najibullah Syed1 and Shahid Abdullah Ibneyy2
This study investigates the relationship between employees’
perceptions of organizational politics and attitudinal outcomes viz. job satisfaction,
organizational commitment and turnover intention in context of corporate Bangladesh
by using a sample of 211 MBA students. Data were collected through questionnaire
survey and both correlation and regression analyses have been employed for data
analysis. The results show strong association between the studied variables, extend
the understanding of the role of employees’ perceptions of organizational politics
in determining employees’ job satisfaction (-), organizational commitment (-) and
turnover intention (+). The results sought managers’ attention because dissatisfied
employees do not put their overall effort to attain the organizational goal.
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Management of Wildlife Dispersal Areas and Migration
Corridors in Kenya
Okech Roselyne N.
Conservation of natural resources in Kenya since the
1940’s have been largely based on the National Park Model classified as category
II of IUCN network of protected areas in the world (IUCN, 1986). This has been characterized
by the government or local agencies identifying an area based on resource endowment,
displacing the local people, outlawing human settlement and designating it as a
protected area. There are about fifty-two such protected areas in Kenya covering
about 8% of the total land. Wildlife in many protected areas is under threat from
human encroachment, insularization, poaching for commercial or subsistence purposes,
habitat degradation, encroachment of incompatible land uses, loss of migration and
dispersal areas and ever increasing human-wildlife conflicts. Now conservation in
Kenya seems to be an increasing challenge partly because of this singular model
approach and exclusion of local community interests. Unless a conservation alternative
to the National Park Model is explored and applied extensively, the current protected
areas are likely to be only frontier for the conservation of biodiversity. This
paper looks at the maintenance, management and conservation of wildlife dispersal
areas and migration corridors in Kenya, the potential role of Maasai communities
and the protected landscape approach in the Tsavo-Amboseli ecosystem.
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Mergers and Acquisitions- A HR Perspective
Sreedhar Uma* and Krothapalli Vineetha
Organizations today operate in complex, interrelated
and ever-changing environments where wave after wave of economic, social, demographic,
technological and regulatory change sweeps over them. Mergers and acquisitions are
the new paradigms in a global scenario. Indian companies are merging and acquiring
like never before. Merger and acquisitions can not be successful if the employees
from both the organizations become obstacles to the integration process as they
have their apprehensions about the organization culture, leadership and management
style. Although the merging entities give a great deal of importance to financial
matters and the outcomes, HR issues are the most neglected ones. While financial
goals may be the overarching reason for mergers and acquisitions, none will succeed
without a successful marriage of cultures, retention of critical talent in both
organizations and highly effective communications with talent throughout the process
- pre-deal through post-deal. This paper will discuss issues relating to assessing
culture, cultural integration, stages in mergers and acquisitions, due diligence
and integration framework.
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Employees’ Perception of Organizational Politics and
its Outcome: A View of Corporate Bangladesh
Jahangir Nadim*, Najibullah Syed1 and Shahid Abdullah Ibneyy2
This study investigates the relationship between employees’
perceptions of organizational politics and attitudinal outcomes viz. job satisfaction,
organizational commitment and turnover intention in context of corporate Bangladesh
by using a sample of 211 MBA students. Data were collected through questionnaire
survey and both correlation and regression analyses have been employed for data
analysis. The results show strong association between the studied variables, extend
the understanding of the role of employees’ perceptions of organizational politics
in determining employees’ job satisfaction (-), organizational commitment (-) and
turnover intention (+). The results sought managers’ attention because dissatisfied
employees do not put their overall effort to attain the organizational goal.
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Entry Decision for Emerging Markets: Russian Construction
Industry Perspective
Panibratov Andrei
The entry strategy is still considered a frontier issue
within the field of internationalization – as judged from the academic interest
as well as from the numerous articles published in scientific journals. Despite
considerable progress in later years in formulation of theories many weaknesses
still exist within this field. A further development of theory is therefore needed.
As nowadays emerging markets show the greatest activity in the field of internationalization,
as a through example the Russian market which is being considered by most of potential
entrants as a huge and perspective chosen. Methods of entry and models of operations
of the international contractors at the Russian market are investigated in this
paper, as well as oversea strategies and foreign experience of Russian construction
companies.
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Optimal Portfolio Construction with Nifty Stocks (An
analytical prescription for investors)
Saravanan A.* and Natarajan P.
This study attempts to construct an optimal portfolio
by using Shapre’s Single index model. For this purpose NSE, NIFTY and all the 50
stocks have been used as market index for preparing portfolio. The daily data for
all the stocks and index for the period of April 2006 to December 2011 have been
considered. The proposed method formulates a unique cut off point (Cut off rate
of return) and selects stocks having excess of their expected return over risk free
rate of return surpassing this cut-off point. Percentage of investment in each of
selected stocks is then decided on the basis of respective weights assigned to each
stock depending on respective beta value, stock movement variance unsystematic risk,
return on stock and risk free return vis-a-vis the cut off rate of return. The optimal
portfolio consists of four stocks selected out of 50 short listed scripts, giving
the return of 0.116 %.
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Critical Evaluation of Knowledge Management Frameworks
for I.T. Services Organizations
Indira V., Suganthi L.1* and Samuel Anand A.2
Knowledge has become the key driving force in business.
The need for knowledge is being increasingly felt in recent years because it reflects
best practices and therefore the success of an organization. It is fundamental that
knowledge should be utilized and shared within the organization. The main objective
of the study is to identify the best knowledge management frameworks suitable for
IT services organisation. The influence of the critical factors in each of the framework
was determined using a focus group interview. Knowledge Management Practices (KMP)
Index was formulated for each framework. An instrument was designed to determine
the presence of the critical factors of Knowledge Management in IT services organisations.
An IT service organisation was identified wherein the instrument was administered.
The KMP Index was determined for the organisation using which KM framework was recommended
for the organisation. Adopting the strategy proposed in KM framework will enable
the organisation to convert its intellectual assets, to face competition and achieve
greater productivity.
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