Ivey Business Journal Online

Bimonthly journal publishing scholarly articles written by business management professionals.

Articles from March/April

Achieving Results through Diversity: A Strategy for Success
Although most CEOs acknowledge the value of diversity, few Canadian companies have programs to build and then leverage the talents of a truly diverse workforce. This author, a long-time community activist in Nova Scotia, outlines the business case for...
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Changing Patterns in Japanese Investment in Canada
Over the years and for various reasons, Japanese investment in Canada has declined. But at the same time, the motives of Japanese investors began to change, as did the types of industries in which they had traditionally invested. A new appreciation for...
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Creating a Performance Culture
Creating a performance culture requires a systematic approach to managing the performance of organizations, teams and individuals. While leadership and discipline are the defining elements of that approach, they are not the only elements. These authors...
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Global Trade: Is Regionalism Killing the World Trade Organization?
If an organization today must be nimble and agile, the World Trade Organization better watch out. And why not? Its bulk and slow pace frustrate many and have led countries to form fast-acting, regional trade blocs, in effect questioning the WTO's moral...
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In Search of Future Leaders: Managing the Global Talent Pipeline
Filling the leadership pipeline and planning for succession rank high on every company's priority list, especially since CEOs' length of tenure is declining and internal candidates are the main source of talent. The grooming of leaders throughout an...
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Managing Global Risk to Seize Competitive Advantage
Strategic risk management and scenario planning help a firm gain competitive advantage. Such planning helps leaders distinguish the firm's real vulnerabilities from those that are imagined or marginal. It also helps identify those opportunities that...
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Negotiating: The Top Ten Ways That Culture Can Affect Your Negotiation
When Enron was still - and only - a pipeline company, it lost a major contract in India because local authorities felt that it was pushing negotiations too fast. In fact, the loss of the contract underlines the important role that cultural differences...
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Negotiating with the Complex, Imaginative Indian
No less a company - or former company - than Enron learned how difficult negotiating with Indians can be. In 1999, bureaucrats stopped a multi-billion dollar pipeline Enron had started in eastern India because the company's executives were insensitive...
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Pension Accounting: The End of Smoothing?
The current state of many company's defined benefit pension plans may be parlous, but you would never know it from the balance sheets. The reason is that current accounting standards allow for the extensive smoothing of gains or losses. Will the elimination...
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The Inevitability of Doing Business with China
There's a huge difference "between taking active risks and sitting passively at risk," as Paul A. Laducina of A. T. Kearney's Global Business Policy Council writes in this edition. Approaching new and unfamiliar markets is always a gamble, but it's much...
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The Roots of Brand Loyalty Decline: An International Comparison
Brand loyalty is a marketers' Holy Grail. And so it always will be, writes this French academic. One of the reasons is that as long as they try to win consumers' loyalties by restricting choices, marketers will only succeed in encouraging consumers to...
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