The information revolution, coupled with the strategic leveraging of the Internet, has exposed a number of relatively open societies to the dangers of cybercriminal and cyberterrorist acts, especially in commercial business transactions. With the development of e‐commerce, this commercial dark...

Research has exposed a gap in satisfaction and expectation between management, employees, suppliers, customers and society. To bridge the gap, total quality management experts suggested various techniques. The author suggested closing the gap between needs and expectations of employees and those...

Focuses on one of the most widely used service quality measurement scales, SERVQUAL, and looks at some of the areas of concern which have recently been raised regarding its viability as a comprehensive measurement tool for the service industry as a whole. While acknowledging the significant...

Research studies on the information content of audit opinions have produced conflicting results. One possible reason could be that these studies did not incorporate investors′ prior expectations of the audit opinions which would be issued. Attempts to model investors′ prior expectations...

Employees communicate more easily and are more committed to the organization when beliefs and values are shared. Explores the phenomenon of sudden “lost meaning” – a situation in which individuals who strongly share the organization′s culture appear suddenly to cease to identify with the...

Incorrect inflationary expectations affect the unemployment rate, hence the question of how expectations are formed is crucial. Examines two hypotheses which have dominated the discussion: the adaptive (AEH) and the rational expectations hypothesis (REH). During the 1980s it was assumed that REH...

One of the most important things for managers to realise is that there may be patterns to their behaviour after management development. A US survey of executive MBA students demonstrated two different patterns regarding further management development. Sometimes the managers′ behaviours appear...