Alan N. Miller

Publish or Perish Bane or Boon of Academic Life

There are few more familiar aphorisms in the academic community than “publish or perish.” Venerated by many and dreaded by more, this phenomenon is the subject of the authors’ essay. Here they consider the publish or perish principle that has come to characterize life at many business schools. They explain when and why it began and suggest reasons for its persistence. This exercise elicits questions that appear as relatively neglected but are integral to our profession, namely, the effect of publish or perish on the creativity, intellectual lives, morale, and psychological and emotional states of faculty.

Publish or Perish: Academic Life as Management Faculty Live It

Purpose – Although many in academe have speculated about the effects of pressure to publish on the management discipline – often referred to as “publish or perish” – prevailing knowledge has been based on anecdotal rather than empirical evidence. The aim of the present paper is to shed light on the perceptions of management faculty regarding the pressure to publish imperative.Design/methodology/approach – The authors surveyed faculty in 104 management departments of AACSB accredited, research‐oriented US business schools to explore the prevalence, sources, and effects of pressure to publish.Findings – Results indicate that pressure to publish affects both tenured and tenure‐track management faculty, although the latter, as a group, feel significantly more pressure than those who are tenured. The primary source of this pressure is faculty themselves who are motivated by the prospects of enhancing their professional reputation, leaving a permanent mark on their profession, and increasing their salary and jo...

British Privatization: Evaluating the Results

Abstract The 24 studies reviewed here reveal that nine of the 13 primary objectives of the U.K.s privatization program have substantially been achieved. Privatization has reduced the size and scope of government, reduced political interference in management decisions, freed government funds so they can be used in sectors of the economy other than state-owned businesses, created a free market economy, promoted domestic investment, benefited the economy through higher returns on capital invested in privatized businesses, generated new sources of tax revenue, broadened domestic equity ownership and promoted equity ownership among employees of privatized businesses. Most of the research reviewed concludes that privatization has reduced the governments budget deficit; provided consumers with improved service, better quality, more choices, new products and lower prices; and improved the efficiency and performance of privatized firms. Finally, most of the studies reviewed report mixed results regarding the privatization programs success at reducing government control of business.

Levi's corporate AIDS programme

AIDS is a contemporary phenomena that has been extensively covered by the media but its impact on the employers of the sufferers is only now being measured and assessed. This article describes the personnel policies that have been developed by one particular organization to deal with the problem. Educational and training programmes have been initiated and management given clear directives to ensure that high morale and productivity are maintained during potentially adverse situations.

PRIVATIZATION: LESSONS FROM THE BRITISH EXPERIENCE

P RWATIZATION’ IS NOT MERELY a domestic issue. It is an integral part of the strategic renaissance which is taking place in many Eastern and Western European countries and in countries on other continents as well.‘+ It has already had a profound impact on the social, political, macroeconomic, and managerial dimensions of governments, government owned enterprises, and newly privatized firms. This impact is certain to increase and become even more widespread as governments further their efforts in this area and as other governments join the privatization movement.7 Worldwide interest in privatization has increased recently for several reasons. These include: 1. the collapse of communism in the former Soviet Union and its Eastern European allies and the emerging governments’ determination to transform state owned enterprises into private sector entities ; 2. the desire of a growing number of political leaders and their constituents to reduce the size and scope of local and national government; 3. the problem of how governments can continue to provide adequate public services given the reluctance of many citizens to fund regular tax increases ; 4. the commitment of some governments to increase public enterprises’ efficiency, productivity, and responsiveness to customer needs; and 5. the desire of many nations to promote free market principles and to establish an enterprise culture. It is likely that other forces, including the need for governments to reduce their debt, promote competition in their nations’ key industries, and encourage entrepreneurial activity, will sustain the keen international interest in privatization through the turn of this century. The literature on privatization is extensive. Since 1986 over 1100 articles on the subject have appeared in journals from various fields. In addition, several books The privatization programme in the United Kingdom is the oldest and largest endeavour of its kind in the world. This article examines it in detail, beginning with a brief description of the background and criticisms of nationalized industries in the UK. The social, political, macro-economic and managerial reasons for and results of privatization’in the UK are then analysed. This analysis includes details of the major privatizations to date, special arrangements made to encourage employees and small investors to become shareholders, the performance of privatized firms, net proceeds received by the governmentfrom the sale of public corporations, and the effect privatization has had on encouraging wider share ownership among the general population. This article also notes the different methods of privatization used in the UK, including trade sales, private placements, public flotations, and employee and/or management buyouts. The typical steps in each stage of the privatization process are then explained. Finally, a model of the privatization process is developed from an examination of the British privatization experience. This model may be useful to governments and their advisors in transforming publicly owned enterprises into privately owned enterprises and to increase understanding of the strategic issues of privatization among academics, business practitioners, consultants, government officials, etc,

Preparing Future Managers To Deal with AIDS/HIV in the Workplace.

Abstract How to effectively deal with employees affected by AIDS and HIV (the virus that causes AIDS) is a topic seldom discussed in workplace management education programs or by management educators in their classes. Yet, with the rapidly increasing number of affected workers, it is imperative that managers learn how to deal with the challenges of AIDS/HIV in the workplace. This article describes how business schools can be an appropriate venue for educating future managers about AIDS/HIV.

AIDS in the Workplace: The Response of American Business Schools.

Abstract A body of literature has developed regarding the AIDS epidemic in the United States and the rights that victims of HIV disease possess under the law. This article reviews and summarizes that literature, and reports the results of a recent national survey of business schools with respect to their efforts to incorporate this information into their curricula, to prepare future managers to deal more effectively with AIDS in the workplace.

US Organizations’ Response to AIDS in the Workplace:

Since first identified in June 1981, 315,390 cases of AIDS have been reported in the United States and 194,354 Americans have died of the disease, as of 30 June 1993. Worldwide, 718,894 cases of AIDS have been reported and 13 million people are believed to be infected with the HIV (AIDS‐causing) virus. Since autumn 1988, the authors have conducted five independent studies to determine US organizations′ response to AIDS in the workplace. Reviews those and similar studies conducted by others, summarizes their findings, and offers suggestions to practising managers worldwide for dealing with AIDS in the workplace.

The AIDS Epidemic: Business Schools' Response

Abstract A body of literature has emerged regarding the nature of the AIDS epidemic in the United States and the legal rights of victims. This article reviews and summarizes the literature and reports the results of a recent survey of what business schools have done to incorporate this information into their curricula to prepare future managers to deal effectively with AIDS in the workplace. Suggestions are also provided to help businesses establish their own AIDS education programs.

Teaching Business Students About HIV and AIDS in the Workplace: Curriculum and Resources

The significant and increasing number of people in the U.S. and global work-forces who are infected with HIV or who have AIDS must be managed differently from those who are not infected and those who have other life-threatening diseases. Business schools can prepare their MBA students to effectively, legally, and compassionately manage people with HIV infection or AIDS and to deal with all other workers who are affected by these conditions by offering a short, noncredit or one-credit, required course about how to do so. This article describes one such course that teaches students how to develop a workplace HIV/AIDS program, including policy development, manager and labor leader training, and employee and family education. Presentation options other than a stand-alone course for MBA students are considered as well.