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The MAER Vol.42 Distributed by EBSCO
CONTENTS
Research Article 1
The relationship between private equity funds, the personal value and the likelihood of failure of individual transactions as organizational decision making determinant with respect to engagement in leverage buyout transactions.
Dr. Aviad Pe’er A* (1)
(1.) Sauder School of Business, University of British Columbia, Canada
Research Article 2
Strategic complexity effects through patent structures and the low operational cost as integrated system in projects management.
Dr. Malik T. H.* (1) and Dr. Yun J (2)
(1). Founding Director, International Centre for Organization and Innovation Studies (ICOIS) Dongbei University of Finance and Economics
(2). ICOIS, School of Business Administration, Dongbei University of Finance and Economics
Research Article 3
A multi-level approach which could be considered when discussing the impact of organisational adaptation and business perform.
Dr. Benjamin Duke * (1)
(1.) Research Institute of Social Sciences, Centre for Social Policy, Human Geography Department, Keele University, UK
Research Article 4
An efficacy management approach of the statistical effects of the competencies determinants on ability to attract outside capital, Growth in Revenues, Growth in Customer Base and Providing Value Added Product or service
Dr. Leithy WE* (1)
(1.) Maastricht School of Management Maastricht, The Netherlands
,
Research Article 5:
A new governance approach of the impact of fiscal policy on the business economy
Dr. Dinh Tran Ngoc Huy* (1)
(1.) Banking University, HCMC-GSIM, International University of Japan, Japan
,
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Anyone
who has studied the use of information technology as a competitive weapon has
encountered the name Charlie Feld. Mr. Feld led the Management Services
Department of Frito-Lay during the 1980s when he pioneered one of the earliest
applications of information systems used to generate a competitive advantage.
No less than eleven Harvard Business School case studies document the work of
Mr. Feld during his tenure at Frito-Lay, covering the period starting when
Feld was hired at Frito-Lay in 1981 through his departure in 1992. So, when
Blind Spot appeared in the results of this reviewer’s regular search for
new and innovative books, it had to be considered for review. And this
reviewer knows the reader will not be disappointed.
There are literally dozens of books from the mundane to the excellent that
discuss and recommend methods and practices for aligning IT with the
organization. Further, there is the ubiquitous chapter in just about every
MIS textbook on the same subject. However, almost all of these books deal
with the subject of strategic alignment from the perspective that it is the
CIO’s responsibility to align the IS strategic plan with that of the
business. In Blind Spot, Feld makes the case that ...
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