Ruth McKay

Women entrepreneurs: moving beyond family and flexibility

Women entrepreneurs are a vital contributor to today’s economy, employing one from every four employees in the USA. Yet, there is still a dearth of research on women entrepreneurs. This study examines a particular group of women entrepreneurs largely ignored by the literature: entrepreneurs over 50 years old. It focuses on women who do not have a family, or whose children have grown up. Given the aging population this group will increase in numbers and impact on gross domestic product and employment statistics. This paper explores the characteristics of this unique group of entrepreneurs and considers if gender is implicit in the organizational structures of the businesses established by these women.

A 12-step process of white-collar crime

This paper examines the psychopathology of the white-collar criminal acting as a corporate leader. It looks at the impact of a leaders behaviour on other employees and the organisational culture developed during his or her reign. We propose a 12-step process to explain how an organisation can move from a legally operating organisation to one in which unethical behaviour is ignored and wrong doing promoted. Events from Enron, Barings Bank, WorldCom and other corporations provide examples of this process.

Reforming municipal services after amalgamation

The differing perspectives of decision makers in a newly‐amalgamated municipality may hinder the reduction of costs or introduction of efficient organizational change. Accepting differences may be essential, at least initially, to achieve efficiencies. During amalgamation the pursuit of uniformity of services in combination with a weak and/or chaotic change process (lack of committee structure, poor information, vague deadlines, shifting relationships and assertion of power) may undermine efforts to obtain efficiencies.

Benchmarking for Entrepreneurial Survival: Pursuing a Cohesive and Imperfectly Imitable Culture

Purpose – To propose a conceptual framework thatfacilitates the benchmarking of strategic processes necessary forentrepreneurial survival and success. Design/methodology/approach – Drawing on extant literature onentrepreneurial survival, this paper considers the chaotic and emergent natureof the entrepreneurial organization and how benchmarking can contribute to anewly established firms chances for survival and prosperity. The paperincorporates the concept of a sustainable competitive advantage in thediscussion, and offers organizational culture as being the imperfectly imitableelement which will contribute to the entrepreneurial firms success. Findings – Four key processes are identified that contribute toentrepreneurial viability – cooperation, sharing founders vision, timemanagement, and developing organizational competencies – and suggestions areoffered for developing appropriate benchmarks for these processes. The paperalso highlights two instruments that may be useful in this endeavor. Research limitations/implications – The paper draws attention to theusefulness of benchmarking processes and not just metrics in fosteringentrepreneurial survival. Key processes are identified, and suggestions areprovided for researchers to begin work on developing the necessarybenchmarks. Practical implications – The paper not only offers a theoretical discussionof the usefulness of benchmarking processes as opposed to focusing only onoutcomes, but also helps the practitioner to implement such benchmarkingactivities by highlighting practical instruments for this purpose. Originality/value – This paper brings to bear literature from severalstreams of research. It takes benchmarking from its metric-oriented focus to amore process-focused approach, and applies it in the context of entrepreneurialsurvival. (Publication abstract)

It will happen again

Important lessons can be learnt from the recent SARS epidemic, which reminds us that despite technology and science, the world is not entirely secure from such outbreaks. In addition to health issues and the toll of human suffering, SARS caused much distress within the business community, especially those companies with operations in emerging economies. We look at what lessons can be and have been learnt from the epidemic, and offer a modified framework of crisis management planning to help businesses deal better with similar epidemics in the future. We are also disheartened that very little concrete action seems to have been implemented to foster contingency planning by businesses, despite the financial impact and crisis brought on by SARS.

Consequential Utilitarianism: Addressing Ethical Deficiencies in the Municipal Landfill Siting Process

This paper examines ethical concerns of the utilitarian paradigm, the greatest good for the greatest number, advocated by many proponents and consultants in siting landfills. The implications of the consequentialist utilitarian approach are considered through the examination of a landfill-site-search case study in Ontario, Canada. Limitations to such an approach, in terms of differing values, equal consideration, equitable participation, distributive justice and the emphasis on non-quantifiable factors are discussed. Recommendations to improve the process are made based on the ethical analysis of the case study.

Applying ethical principles to the decision to build the Red Hill Creek Expressway

When making decisions about budget expenditures, governments often confront stakeholders with dramatically opposing positions. These stakeholders attempt, through lobbying, to impress on politicians a preferred decision. Frequently forgotten in the process are issues of ethics. The bitter divide of a community over a funding decision would be improved if politicians incorporated the ethical principles of differing values, equal consideration, equitable participation, distributive justice and emphasis on non‐quantifiable factors into the decision process. These five principles are examined in this paper through the evaluation of the decision to build the Red Hill Creek Expressway in the region of Hamilton‐Wentworth in Ontario, Canada. The region’s failure to consider these fundamental principles in their decision‐making process is highlighted by examples from this case.

The new normal: lessons learned from SARS for corporations operating in emerging markets

The modern industrialized world was completely caught off guard by the recent SARS outbreak. Fortunately, for most organizations, the impact has been short lived, but management has been provided with a reminder of the impact of the external environment in a world of ever increasing globalization. As seen with the SARS outbreak, a lack of preparedness can have devastating effects on business and warrant inclusion in a business definition of a crisis. This paper uses the recent SARS epidemic as a background to highlight the importance of crisis planning, particularly in emerging economies, and suggests how organizations can address these concerns.

Confronting Workplace Bullying: Agency and Structure in the Royal Canadian Mounted Police

Organizational awareness and responses to workplace bullying is in a state of change and innovation. While employees are gaining awareness, organizations are unable or unwilling to change rapidly enough for employee needs. This paper examines the dynamic between agency (individual influence) and structure (organizational forces) as applied to workplace bullying in a public organization. A case example involving the Royal Canadian Mounted Police is included to explore the organizational impediments, particularly resulting from structure, in addressing workplace bullying.

It's COWANBUNGA time: Setting up shop in a foreign country

What happens to business negotiations when culture gets in the way? Participants are about to find out. This game is an international negotiation simulation for the classroom. Participants learn, through role-playing and observation, how cross-cultural differences complicate international business negotiations. Students are formed into pairs of teams. Each pairing involves two teams that are negotiating to set up business in a foreign country. Each pairing has one team of managers of a company from one country, and one team of government officials from a different country. These countries exhibit significant cross-cultural differences. The negotiations are conducted in front of the class, so everyone can observe and learn from the experience. The number of pairings can vary depending on class size.