2014 Isis Key West Proceedings

2014 ISIS KEY WEST CONFERENCE
PROCEEDINGS
EDITED BY
PROF. DR. DETELIN ELENKOV
ANGELO STATE UNIVERSITY
Institute of Strategic and International

Studies
1000 5th Street, Suite 200, Miami Beach, Florida 33139 USA
2014 ISIS-Key West Conference Proceedings
ISBN-10: 0615846882
ISBN-13: 978-0-615-84688-0
Welcome to the 2014 ISIS-Key West International

Multidisciplinary Academic Conference!
Dear ISIS Conference Participants,
Welcome to the 2 0 1 4 I S I S Key West International Multidisciplinary Academic Conference! This Conference is
an exciting event to you as well to us. As we did it in the past, ISIS is providing again another forum for you to
interact with hundreds of like-minded scholars from all continents. Enjoy this truly global intellectual atmosphere!
Explore the history and culture of South Florida, as well as the museums, art galleries, tropical beaches and exciting
night life of Key West!
Throughout its existence, ISIS has offered its members flexibility and open access, and we hope we can continue
providing the same benefits in the future. Increasingly, though, we are going to need your help as we face the
unavoidable challenges and constraints of growth. This has been the fourth year we experimented with electronic
submissions through the ISIS site. As we move from the current hybrid system to full online interface, and as we
implement other electronically driven transaction modalities, we strongly encourage you to (re)visit our site
www.ISISWorld.org, and make full use of the facilities and options it offers. ISIS-Key West conference will
continue to be held in the middle of March every year; likewise, most ISIS journals will continue to be published in
January, March, May, August, and November of every year. Therefore, we now encourage all year-round
submissions. Among other challenges, growth of our conferences and journals has meant pressure on our
paper review infrastructure and we believe the above innovations will make the whole paper submission-reviewfeedback process an enjoyable experience for all.
To all the authors, reviewers and board members who helped shape the current conference, we say thank you for
your dedication and for making the 2 0 1 4 ISIS-Key West International Multidisciplinary Academic Conference a
milestone in ISIS history. To all ISIS members, we announce that we will be holding our 2014 ISIS-Paris
Conference May 11-13, 2014, to be followed by ISIS-Venice Conference July 7-9; ISIS-Orlando Conference August
21-23; ISIS-Manila Conference November 5-7; and ISIS-Miami Beach Conference January 4-6, 2015. We urge you to
submit your work soon online at the ISIS website www.ISISWorld.org.
On behalf of the ISIS Academic Board and the ISIS Members, we highly appreciate our Luncheon Keynote
Speaker, Dr. Charles Wankel, Professor of Management at St. John's University's Tobin College of Business
(New York, USA).
Enjoy 2014 ISIS-Key West Conference! Prepare for the 2014 ISIS-Paris Conference to celebrate together the
early coming of the spring in the City of Light and Capital of Fashion!
Warm Regards,
Dr. Detelin Elenkov, Conference Chair
Dean Dr. Faridah Djellal, Conference Organizing Committee
Dr. Alok Chakrawal, Conference Organizing Committee
Dr. Tom Badgett, Conference Organizing Committee
ISBN-10: 0615846882
ISBN-13: 978-0-615-84688-0
ISIS Academic Board 2014

PRESIDENT
Dr. Detelin Elenkov, Angelo State University, San Angelo, Texas, USA
VICE PRESIDENTS
Dr. Dieter Flmig, President, INFRANEU, Berlin, GERMANY
Dr. Carlo Bagnoli, Ca' Foscary University of Venice, Venice, ITALY
Dean Dr. Khalid Alkhathlan, King Saud University, Riyadh, SAUDI ARABIA
VICE PRESIDENTS
(Junior Faculty and Graduate Students)
Prof. Paulene Naidoo, Durban University of Technology, Durban, SOUTH AFRICA
Prof. Maria Jocelyn S. Mariano, University of the East, Manila, PHILIPPINES
MEMBERS OF THE ISIS ACADEMIC BOARD

Dean Dr. Faridah Djellal, Lille1 University, Lille, FRANCE
Dean Dr. AbdulReda Assiri, University of Kuwait, Kuwait City, KUWAIT
Dean Dr. Ivan Manev, University of Maine, Orono, Maine, USA
Dean Dr. Paula Rodrigues, Lusiada University, Porto, PORTUGAL
Dr. Cecilia Cheng, The University of Hong Kong, Hong Kong, CHINA
Dr. Tania Casado, University of So Paulo, So Paulo, BRAZIL
Dr. Bolajoko Nkemdinim Dixon-Ogbechi, University of Lagos, Lagos, NIGERIA
Dr. Terry Power, Royal Roads University, Victoria, BC, CANADA
Dr. Joana Pimentel Kuntz, University of Canterbury, Christchurch, NEW ZEALAND
Dr. Hui-Sung Kao, Feng Chia University, Taichung, TAIWAN
Dr. Zsuzsanna Szabo, Marist College, Poughkeepsie, New York, USA
Dr. Lugkana Worasinchai, Bangkok University, Bangkok, THAILAND
Dr. Henrik Egbert, Anhalt University of Applied Sciences, Bernburg, GERMANY
Dr. Jay Liebowitz, University of Maryland University College, Adelphi, Maryland,
USA
Dr. Anna Nabirukhina, St. Petersburg State University of Economics, St. Petersburg,
RUSSIA
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ISBN-13: 978-0-615-84688-0
Dr. Teodor Sedlarski, Sofia University, Sofia, BULGARIA

Dr. Charles Wankel, St. Johns University, New York, USA
Dr. Fangfang Tang, Peking University, Beijing, CHINA
Dr. Tom F. Badgett, Angelo State University, San Angelo, Texas, USA
Dr. Sudhir Chawla, Gulf University of Science & Technology, Hawally, KUWAIT
Dr. John S. Crocher, Macquarie University, Sydney, AUSTSRALIA
Dr. Mark M. Lennon, Pennsylvania State University, Pennsylvania, USA
Dr. James Thomas Kunnanatt, United Arab Emirates University, Abu Dhabi,
UNITED ARAB EMIRATES
Dr. Ekaterina Prasolova-Forland, Norwegian University of Science and Technology,
Trondheim, NORWAY
Dr. David Wilemon, Syracuse University, New York, New York, USA
Dr. Michal Kavan, Czech Technical University, Prague, CZECH REPUBLIC
Dr. Kamran Ahsan, Federal Urdu University of Arts, Science and Technology,
Karachi, PAKISTAN
CONFERENCE ORGANIZING COMMITTEE

Dr. Detelin Elenkov, Conference Chair , Angelo State University, Texas, USA
Dean Dr. Faridah Djellal, Lille1 University, Lille, France
Dr. Alok Chakrawal, Saurashtra University, Gujarat, India
Dr. Tom F. Badgett, Angelo State University, Texas, USA
ISBN-10: 0615846882
ISBN-13: 978-0-615-84688-0
2014 ISIS-KEY WEST INTERNATIONAL MULTIDISCIPLINARY

ACADEMIC CONFERENCE: PROGRAM OUTLINE
The Pier House and Caribbean Spa Resort, Key West, Florida, USA
March 16th-18th, 2014
Sunday, March 16th, 2014: Registrations, Welcome Reception
4:00 PM 6:00 PM
4:00 PM 6:00 PM
Conference Registration
Welcome Reception (complimentary hors d'oeuvres/
open cash bar)
Monday, March 17th, 2014: Registrations, Presentations and Luncheon

9:00 AM 3:30 PM
9:15 AM 11:30 AM
11:45 AM 1:15 PM
12:30 PM 1:00 PM
1:15 PM 3:30 PM
3:30 PM 3:45 PM
3:45 PM 5:45 PM
6:30 PM 8:30 PM
Paper Presentations: Concurrent Sessions
Session 1) Management
Session 2) Social Studies
ISIS-2014 Key West Luncheon
ISIS Key West Name Badge or Ticket Required to
Attend
Session 3) Keynote Address
Session 4) Education
Session 5) Economics
Coffee Break
Session 6) Political Science and Legal Studies
Session 7) Finance and Accountancy
ISIS Academic Board Meeting
Tuesday, March 18th, 2014: Registrations and Presentations

9:00 AM 11:45 AM
9:15 AM 11:30 AM
Session 8) E-Conference Session I
5
11:30 AM 11:45 AM
11:45 AM 1:45 PM
2:00 PM 4:00 PM
4:00 PM
ISBN-10: 0615846882
ISBN-13: 978-0-615-84688-0
Session 9) Psychology
Coffee Break
Session 10) E-Conference Session II
Session 11) Marketing
Session 12) E-Conference Session III
Session 13) Domestic and International Business
2014 ISIS- Key West Conference Academic Program
Ends
See you in March at the 2014 ISIS-Paris Conference!
Session Chairs
Dean Dr. AbdulReda Assiri, University of Kuwait, Kuwait City, Kuwait
Dr. Abdullah Basiouni, Ynabu Industrial College, Yanbu Industrial City, Saudi Arabia
Dr. Alma M. Corpuz, Tarlac State University, Tarlac City, Philippines
Dr. Arnold Schneider, Georgia Institute of Technology, Atlanta, Georgia, USA
Dr. Dambar Narayan Yadav, Centre for Poverty, Kathmandu, Nepal
Dr. David Cawthorpe, University of Calgary, Calgary, Alberta, Canada
Dr. Deborah Brosdahl J.C., University of South Carolina, Columbia, South Carolina, USA
Dr. Detelin S. Elenkov, Angelo State University, San Angelo, Texas, USA
Dr. Divya Rana, King Abdulaziz University, Jeddah, Saudi Arabia
Dr. Djamel Eddine Laouisset, Alhosn University, Abu Dhabi, United Arab Emirates
Dr. Gregory Arburn, The University of Findlay, Findlay, Ohio, USA
Dr. Hiroyuki Yamaguchi, Kyushu University, Fukuoka, Kyushu, Japan
Dr. Jasper Jay N. Mendoza, Tarlac State University, Tarlac City, Philippines
Dr. Javier Rojas, Executive Office of the President of Mexico, Mexico City, Mexico
Dr. Lawrence G. Boakye, University of Sydney, Sydney, Australia
Dr. Omar J. Khan, Morgan State University, Baltimore, Maryland, USA
Dr. Stephanie Watts, Boston University School of Management, Boston, Massachusetts, USA
Dr. Susumu Yamaguchi, Mejiro University, Tokyo, Japan
Dr. Tina Loraas, Auburn University, Auburn, Alabama, USA
Dr. Tom Badgett, Angelo State University, Texas, USA
Prof. Michael O. Mojekeh, Anambra State University, Uli, Nigeria
Prof. Samar J. Babar, National University of Sciences & Technology, Islamabad, Pakistan
Sunday, March 16, 2014
4:00 PM 6:00 PM
ISBN-10: 0615846882
ISBN-13: 978-0-615-84688-0
Banquet Hallway/ Cayman A & B
Sunday, March 16, 2014
4:00 PM 6:00 PM
Banquet Hallway/ Cayman A & B
Welcome Reception!!!
(complimentary hors d'oeuvres/ open cash bar)
Monday, March 17, 2014
ISBN-10: 0615846882
ISBN-13: 978-0-615-84688-0
9:00 AM 3:30 PM Banquet Hallway/ Cayman A & B
9:15 AM 11:30 AM
Conference Room: Cayman A
Session 1: Management
Session Chairs:
Dr. Stephanie Watts, Boston University School of Management, Boston, Massachusetts, USA
Dr. Djamel Eddine Laouisset, Alhosn University, Abu Dhabi, UAE
CORPORATE SOCIAL RESPONSIBILITY: CLOSING THE GAP BETWEEN PRACTICE AND
BUSINESS SCHOOL EDUCATION
Stephanie Watts, Boston University School of Management, Boston, Massachusetts, USA
MNC'S MANAGERIAL TECHNOLOGY ADAPTATION: GLOBAL DIVERSITY IMPERATIVE
Djamel Eddine Laouisset, Alhosn University, Abu Dhabi, UAE
A CONCEPTUAL META-ANALYSIS TOWARDS HIGH PERFORMING ORGANIZATIONAL
CONSTRUCTS: AN ORGANIZATIONAL UNIVERSE MODEL
Gerard F. Becker, Nyack College, Nyack, New York, USA
Anne Hallcom, Nyack College, New York USA
Deborah Herrera, Quality & Regulatory Solutions, LLC, USA
MANAGING THREATS OF VIOLENCE: CONSIDERING THE EDUCATIONAL WORKPLACE
David F. Bush, Villanova University, Villanova, Pennsylvania, USA
Megan Bosler, Villanova University, Villanova, Pennsylvania, USA
Noelle Withelder, Villanova University, Villanova, Pennsylvania, USA
Brittany Miske, Villanova University, Villanova, Pennsylvania, USA
Cheryl Wert, Villanova University, Villanova, Pennsylvania, USA
THE RELATIONSHIP BETWEEN FIRM INNOVATIVENESS, EXTERNAL ENVIRONMENTAL
FORCES AND NEW-TO-THE-WORLD TECHNOLOGIES
Kai-Ingo Voigt, University of Erlangen-Nrnberg, Erlangen, Germany
Johannes Ixmeier, University of Erlangen-Nrnberg, Erlangen, Germany
Christian Baccarell, University of Erlangen-Nrnberg, Erlangen, Germany
RESHUFFLE OF THE DATABASE DESIGN TO ENHANCE PERFORMANCE THROUGH
PROPOSED INTELLIGENT SYSTEM
Mohammad Shahid Jamil, University of Qatar, Doha, Qatar
ISBN-10: 0615846882
ISBN-13: 978-0-615-84688-0
IS MANAGEMENT A HARD SCIENCE?

Brian J. Huffman, University of Wisconsin - River Falls, River Falls, Wisconsin, USA
THE IMPLICATION OF TEAM COMPOSITION ON TEAM EFFECTIVENESS
Baichun Feng, Webster University, Webster Groves, Missouri, USA
LEVERAGING INNOVATION IN FAMILY STARTUPS: A STEWARDSHIP APPROACH
Patricio Mori, Montana State University, Billings, Montana, USA
9:15 AM 11:30 AM Conference Room: Cayman B
Session 2: Social Studies

Session Chairs:
Dr. Alma M. Corpuz, Tarlac State University, Tarlac City, Philippines
Dr. Susumu Yamaguchi, Mejiro University, Tokyo, Japan
NEEDS SURVEY OF BARANGAY LAUNGCUPANG: BASIS OF DEVELOPING AN EXTENSION
PLAN
Alma M. Corpuz, Tarlac State University, Tarlac City, Philippines
Maria Agnes P. Ladia, Tarlac State University, Tarlac City, Philippines
Cynthia Quiambao, Tarlac State University, Tarlac City, Philippines
Carmelita Herrera, Tarlac State University, Tarlac City, Philippines
Rosalina C. Garcia, Tarlac State University, Tarlac City, Philippines
THE BIGGEST OUTDOOR FREE MUSIC FESTIVAL AND LOCAL COMMUNITIES IN JAPAN: A CASE
STUDY OF UEDA JOINT FESTIVAL
Susumu Yamaguchi, Mejiro University, Tokyo, Japan
THE GREEHEY SCHOLARS PROGRAM: DEVELOPING ETHICAL BUSINESS LEADERS WHILE
ADDRESSING BARRIERS TO LEARNING
Matthew White, St. Marys University, San Antonio, Texas, USA
Stephanie Ward, St. Marys University, San Antonio, Texas, USA
Prasad Padmanabhan, St. Marys University, San Antonio, Texas, USA
SUBTLETIES OF GOTHICISM IN INDIAN TOLLYWOOD SUPERNATURAL FICTION FILM: AN
UNDERSTANDING OF THE MAAYAA BAZAAR AND RAATRI
Vamcydher Kilari, Jazan University, Jazan, Saudi Arabia
THE EU EFFECT: EUROPEANIZATION OF TURKEYS ENVIRONMENTAL POLICY
Vakur Sumer, University of North Carolina, Chapel Hill, North Carolina, USA
Selcuk University, Konya, Turkey
ISBN-10: 0615846882
ISBN-13: 978-0-615-84688-0
LIVING WITH THE FORESTS: RURAL LIVELIHOODS AND FOREST MANAGEMENT IN GHANA:
THE CASE OF TONTRO IN THE EASTERN REGION
Herbert Tetteh, University of Bergen, Bergen, Norway
IMPACT ANALYSIS OF THE SCHOOL-BASED COMMUNITY DEVELOPMENT MODELING
PROGRAM: THE CASE OF BATANGBATANG, TARLAC CITY
Carmelita Herrera, Tarlac State University, Tarlac City, Philippines
Nelvin Nool, Tarlac State University, Tarlac City, Philippines
THE ROOKIE DISCIPLINE OF INTELLIGENCE WORLD AND ITS CRITICAL COMPONENT:
CYBINT AND HUMINT
Capt. Ozkan Sahin, Turkish Air War College, Istanbul, Turkey
SUSTAINABLE AND GREEN ENERGY INITIATIVES IN INDIA: AN ANALYSIS OF THE
DEVELOPMENT AGENDA
P. J. Philip, National Institute of Technology, Kurukshetra, India
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ISBN-13: 978-0-615-84688-0
11:45 AM 1:15 PM Conference Room: Cayman A&B
2014 ISIS Key West Luncheon

Session 3: Keynote Address
Keynote Speaker:
Dr. Charles Wankel, Professor of Management at St. John's University's Tobin
College of Business (New York, USA). Dr. Wankel has received many awards for
his research and service to the profession from the Academy of Management
(AOM), the premier scholarly society for the discipline. He is regularly a visiting
researcher and lecturer in nations around the world, and he has served as a
Fulbright Fellow and with support from the United Nations Development Program
and the Open Society Fund in Eastern Europe. In addition to his position at St.
John's, he is Vice Rector at the Poznan University of Business in Poland.
Keynote Address: "Applications of Social Media in World-class Business
Education"
ISIS Key West Name Badge or Ticket Required to Attend
11
1:15 PM 3:30 PM
ISBN-10: 0615846882
ISBN-13: 978-0-615-84688-0
Session 4: Education
Session Chairs:
Dr. Jasper Jay N. Mendoza, Tarlac State University, Tarlac City, Philippines
Dr. Javier Rojas, Executive Office of the President of Mexico, Mexico City, Mexico
LET PERFORMANCE OF THE BSED GRADUATES OF THE TARLAC STATE UNIVERSITYCOLLEGE OF EDUCATION
Jasper Jay N. Mendoza, Tarlac State University, Tarlac City, Philippines
TRAINING NEEDS ANALYSIS OF PUBLIC ELEMENTARY SCHOOL TEACHERS IN TARLAC CITY
Rosalina C. Garcia, Tarlac State University, Tarlac City, Philippines
EXPERIENTIAL LEARNING IN MULTINATIONAL STUDENT TEAMS: RESEARCHING TOGETHER
A MULTINATIONAL CORPORATION AND DEVELOPING JOINTLY A STRATEGIC MARKETING
PLAN AND ENTREPRENEURIAL ACTION ITEMS FOR ITS IMPLEMENTATION USING
ADVANCED DISTANCE COMMUNICATION SOFTWARE
Detelin Elenkov, Angelo State University, San Angelo, Texas, USA
Tom F. Badgett, Angelo State University, San Angelo, Texas, USA
CULTURAL CAPITAL AND STUDENT PERFORMANCE IN MEXICO
Javier Rojas, Executive Office of the President of Mexico, Mexico City, Mexico
NEW MEDIA IN OPEN DISTANCE LEARNING: THE PERSPECTIVES OF LECTURERS AT THE
UNIVERSITY OF SOUTH AFRICA
Nkosinathi Leonard Selekane, University of South Africa, City of Tshwane, South Africa
RUSSIAN BUSINESS EDUCATION: TWO DECADES O TRANSFORMATION
Alexander Mechitov, University of Montevallo, Montevallo, Alabama, USA
Elena Moshkovich, University of Montevallo, Montevallo, Alabama, USA
EFFECTS OF CONSTRUCTIVIST APPROACH ON THE PERFORMANCE OF STUDENTS IN
ANALYTIC GEOMETRY
Maria Socorro D. Valdez, Tarlac State University, Tarlac City, Philippines
MATH ANXIETIES OF THE COLLEGE OF EDUCATION STUDENTS: A BASIS FOR A PROPOSED
ACTION PLAN IN MATHEMATICS INSTRUCTION
Nancy L. Mati, Tarlac State University, Tarlac City, Philippines
Remedios, Tarlac State University, Tarlac City, Philippines
D. Facun, Tarlac State University, Tarlac City, Philippines
Ninez L. Bautista, Tarlac State University, Tarlac City, Philippines
12
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USING THE FLIPPED CLASSROOM TO TEACH UNDERGRADUATE STUDENTS IN AN

INTRODUCTION TO INFORMATION SYSTEMS COURSE
Jeannie Pridmore, University of West Georgia, Carrollton, Georgia USA
Brad Prince, University of West Georgia, Carrollton, Georgia, USA
1:15 PM 3:30 PM
Conference Room: Cayman B
Session 5: Economics
Session Chairs:
Dr. Omar J. Khan, Morgan State University, Baltimore, Maryland, USA
INNOVATION IN THE SERVICE ECONOMY
Faridah Djellal, Lille1 University, Lille, France
THE EXISTENCE OF HERD BEHAVIOR DURING MERGERS AND ACQUISITIONS FROM 2003 TO
2007
Glendon Williams, Keiser University, Fort Lauderdale, Florida, USA
Matthias Eggertsson, Keiser University, Fort Lauderdale, Florida, USA
Jeff Ritter, Keiser University, Fort Lauderdale, Florida, USA
Boris Djokic, Keiser University, Fort Lauderdale, Florida, USA
ARE THE GHOST CITIES IN CHINA AN ECONOMIC WARNING FOR THE REST OF THE BRICS
OR IS THIS JUST THE RESULT OF ANOTHER 5 YEAR PLAN UNFOLDING?
William P. Frank, Barry University, Miami Shores, Florida USA
GLOBALIZING THE PUBLIC ADMINISTRATION CURRICULUM FOR ACADEMIC EXCELLENCE
AND NATIONAL GROWTH IN NIGERIA
Ukertor Gabriel Moti, University Of Abuja, Gwagwalada, Nigeria
WORLDWIDE NETWORK OF RECIPROCAL TRADE AGREEMENTS - KEY ACTORS AND
BLOCKS
Suresh Singh, Northeastern Illinois University, Chicago, Illinois, USA
Sundaram Dorai, Northeastern Illinois University, Chicago, Illinois, USA
OPERATIONALIZING THE LINK BETWEEN EMERGENCE OF FREE MARKETS AND SOCIETAL
LIBERTIES
Omar J. Khan, Morgan State University, Baltimore, Maryland, USA
ENVIRONMENT AND SUSTAINABLE DEVELOPMENT IN SOUTH ASIA
Rajender Kumar, National Institute of Technology, Kurukshetra, India
A COMPARATIVE ANALYSIS OF THE ECONOMIC IMPACT OF GLOBALIZATION ON
CAMEROON AND THE UNITED STATES
Emmanuel Chebe, Chattahoochee Technical College & Strayer University, Georgia, USA
13
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DEVELOPMENT OF FMEA MATRIX: A TOOL TO INCORPORATE AEVRAGE AND STANDARD

DEVIATION OF A GROUP CALCULATON OF FMEA
Khan Muhammad Saqiful Alam, Lecturer, North South University, Bangladesh
Hisham Uddin Khan, Institute of Business Administration, University of Dhaka, Bangladesh
Meer Farhan Shahriar, North South University, Bangladesh
Gultekin Binte Azad, Institute of Business Administration, University of Dhaka, Bangladesh
3:30 PM 3:45 PM
Cayman A & B Hallway
Coffee Break
3:45 PM 5:45 PM
Session 6: Political Science and Legal Studies

Session Chairs:
Dean Dr. AbdulReda Assiri, University of Kuwait, Kuwait City, Kuwait
Prof. Michael O. Mojekeh, Anambra State University, Uli, Nigeria
THE FOREIGN CORRUPT PRACTICES ACT: AN UPDATE ON THE CASE FOR MULTILATERAL
COOPERATION
Diane P. Caggiano, Fitchburg State University, Fitchburg, Massachusetts, USA
WAGING A GLOBAL WAR ON WHITE COLLAR CRIME: THE CASE OF FINMECCANICA IN
INDIA
Vikkie McCarthy, Austin Peay State University, Clarksville, Tennessee, USA
Robyn Hulsart, Austin Peay State University, Clarksville, Tennessee, USA
PEACE EDUCATION CONCEPT: A CATALYST FOR GLOBAL SECURITY AND SUSTAINABLE
DEVELOPMENT
Michael O. Mojekeh, Anambra State University, Uli, Nigeria
Ike-Elechi Ogba, Ebonyi State University, Uli, Nigeria
THE CHANGE READINESS AND INNOVATION IN GOVERNMENT: A COMPLEX ADAPTIVE
SYSTEM PERSPECTIVE
Julius Jones Jr., University of Phoenix, Phoenix, Arizona, USA
Human Services & Public Health Dept., Hennepin County, Minnesota, USA
NARRATIVE OF VIETCONG PROPAGANDA
Douglas Wilbur Steven, University of Texas at San Antonio, Texas, USA
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ISBN-13: 978-0-615-84688-0
CHALLENGES OF UNDERDEVELOPMENT IN AFRICA: WHAT IS TO BE DONE?

Asuelime Lucky, University of KwaZulu-Natal, Durban, South Africa
Sulaimon Muse, University of KwaZulu-Natal, Durban, South Africa
Latilo Idowu, University of KwaZulu-Natal, Durban, South Africa
3:45 PM 5:45 PM
Session 7: Finance and Accountancy

Session Chairs:
Dr. Tina Loraas, Auburn University, Auburn, Alabama, USA
Dr. Arnold Schneider, Georgia Institute of Technology, Atlanta, Georgia, USA
REDUCING EARLY ABANDONMENT OF TECHNOLOGY IMPLEMENTATION: DOES RESULTS
DEMONSTRABILITY OVERSHADOW THE TIME BUDGET BARRIER TO IMPLEMENTATION?
Tina Loraas, Auburn University, Auburn, Alabama, USA
DOES INFORMATION ABOUT AUDITOR SWITCHES AFFECT INVESTING DECISIONS?
Arnold Schneider, Georgia Institute of Technology, Atlanta, Georgia, USA
PRODUCTIVITY OF CONVENTIONAL VS. ISLAMIC BANKING PORTFOLIOS
Samar J. Babar, National University of Sciences & Technology, Islamabad, Pakistan
CASH IN TRASH: THE CASE OF JUNK SHOP OWNERS IN TARLAC CITY
Cynthia Quiambao, Tarlac State University, Tarlac City, Philippines
Remedios Facun, Tarlac State University, Tarlac City, Philippines
Evelyn Patio, Tarlac State University, Tarlac City, Philippines
AN INTRODUCTION OF A NEW TYPE OF INVESTMENT/BANK INDEX
Muhammad Ajmal, Abu Dhabi, UAE
EFFECT OF FOREIGN CAPITAL INFLOWS ON DOMESTIC SAVINGS
Samar J. Babar, National University of Sciences & Technology, Islamabad, Pakistan
GENDER AND TYPE 1 CREDIT RATIONING OF SMALL BUSINESSES IN THE U.S
Naranchimeg Mijid, Central Connecticut State University, New Britain, Connecticut, USA
15
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6:30 PM 8:30 PM
Harbourview Cafe
ISIS ACADEMIC BOARD MEETING

ATTENDANCE BY INVITATION ONLY
Dr. Detelin Elenkov, Angelo State University, San Angelo, Texas, USA
Dr. Dieter Flmig, President, INFRANEU, Berlin, GERMANY
Dr. Carlo Bagnoli, Ca' Foscary University of Venice, Venice, ITALY
Dean Dr. Khalid Alkhathlan, King Saud University, Riyadh, SAUDI ARABIA
Prof. Paulene Naidoo, Durban University of Technology, Durban, SOUTH AFRICA
Prof. Maria Jocelyn S. Mariano, University of the East, Manila, PHILIPPINES
Dean Dr. Faridah Djellal, Lille1 University, Lille, FRANCE
Dean Dr. AbdulReda Assiri, University of Kuwait, Kuwait City, KUWAIT
Dean Dr. Ivan Manev, University of Maine, Orono, Maine, USA
Dean Dr. Paula Rodrigues, Lusiada University, Porto, PORTUGAL
Dr. Cecilia Cheng, The University of Hong Kong, Hong Kong, CHINA
Dr. Tania Casado, University of So Paulo, So Paulo, BRAZIL
Dr. Bolajoko Nkemdinim Dixon-Ogbechi, University of Lagos, Lagos, NIGERIA
Dr. Terry Power, Royal Roads University, Victoria, BC, CANADA
Dr. Joana Pimentel Kuntz, University of Canterbury, Christchurch, NEW ZEALAND
Dr. Hui-Sung Kao, Feng Chia University, Taichung, TAIWAN
Dr. Zsuzsanna Szabo, Marist College, Poughkeepsie, New York, USA
Dr. Lugkana Worasinchai, Bangkok University, Bangkok, THAILAND
Dr. Henrik Egbert, Anhalt University of Applied Sciences, Bernburg, GERMANY
Dr. Jay Liebowitz, University of Maryland University College, Adelphi, Maryland, USA
Dr. Anna Nabirukhina, St. Petersburg State University of Economics, St. Petersburg, RUSSIA
Dr. Teodor Sedlarski, Sofia University, Sofia, BULGARIA
Dr. Fangfang Tang, Peking University, Beijing, CHINA
Dr. Sudhir Chawla, Gulf University of Science & Technology, Hawally, KUWAIT
Dr. John S. Crocher, Macquarie University, Sydney, AUSTRALIA
Dr. Mark M. Lennon, Pennsylvania State University, Pennsylvania, USA
Dr. James Thomas Kunnanatt, United Arab Emirates University, Abu Dhabi, UAE
Dr. Ekaterina Prasolova-Forland, Norwegian University of Science and Technology, NORWAY
Dr. David Wilemon, Syracuse University, New York, New York, USA
Dr. Michal Kavan, Czech Technical University, Prague, CZECH REPUBLIC
Dr. Kamran Ahsan, Federal Urdu University of Arts, Science and Technology, Karachi, PAKISTAN
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9:00 AM 11:30 AM
Tuesday, March 18, 2014
ISBN-10: 0615846882
ISBN-13: 978-0-615-84688-0
Cayman A&B Hallway
9:15 AM 11:30 AM Conference Room: Cayman A
Session 8: E-Conference Session I

Session Chairs:
Prof. Samar J. Babar, National University of Sciences & Technology, Islamabad, Pakistan
PRISON CONDITIONS IN SOUTH AFRICAN FEMALE PRISONS
Caroline Agboola, University of South Africa (UNISA), South Africa
WHAT IF I DIE IN HERE?!!!: HEALTH CARE IN SOUTH AFRICAN FEMALE PRISONS
ANALYSIS OF THE ROLE OF CORPORATE GOVERNANCE IN ENHANCING CORPORATE
REPORTING: A STUDY OF THE HIH INSURANCE COMPANY
Kenneth C. Nwokocha, University of Greenwich, London, United Kingdom
Abia State University, Uturu, Okigwe, Nigeria
APPLICATION OF STRATEGIC MANAGEMENT AND STRATEGIC KNOWLEDGE-MANAGEMENT
IN GAINING SUSTAINABLE COMPETITIVE ADVANTAGE
Kenneth Chibuisi Nwokocha, Abia State University, Uturu, Nigeria
Anne Nwannennaya Noah, Abia State University, Uturu, Nigeria
LITERATURE REVIEW: MORAL DISENGAGEMENT AND ALIGNING
PEDAGOGY, AND SOCIAL RESPONSIBILITY
Ayman Mottaleb, United States Naval Academy, Annapolis, Maryland, USA
MANAGEMENT,
CROSS-CULTURAL DIFFERENCES ON MULTINATIONAL COMPANY'S OPERATIONEXPLORING ASSERTIVENESS AND PERFORMANCE ORIENTATION: A CASE STUDY ON ZTE
CORPORATION IN ETHIOPIA
Rekik Demissie Asfaw, University of Rome Tor Vergata, Rome, Italy
HOW I THINK; THEREFORE, HOW I AM: AN EXPLORATION OF CREATIVITY IN STRATEGY
MAKING IN A DISRUPTIVE ENVIRONMENT
Jiyun Wu, Rhode Island College, Providence, Rhode Island, USA
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TRAINING GRADUATE STUDENTS TO DELIVER CULTURALLY SENSITIVE FINANCIAL

EDUCATION WORKSHOPS IN PRIMARILY LOW-INCOME COMMUNITIES WITH LONGITUDINAL
RESEARCH OBJECTIVES
Ruby Beale, Hampton University, Hampton, Virginia, USA
Ziette Hayes, Hampton University, Hampton, Virginia, USA
Leona Johnson, Hampton University, Hampton, Virginia, USA
Sylvia Rose, Hampton University, Hampton, Virginia, USA
Carlton West, Hampton University, Hampton, Virginia, USA
9:15 AM 11:30 AM Conference Room: Cayman B
Session 9: Psychology
Session Chairs:
Dr. Hiroyuki Yamaguchi, Kyushu University, Fukuoka, Kyushu, Japan
Dr. David Cawthorpe, University of Calgary, Calgary, Alberta, Canada
A SOCIAL PSYCHOLOGICAL STUDY ON THE REASONS FOR MASS JOB SEPARATION
AMONG NURSES IN JAPAN
Hiroyuki Yamaguchi, Kyushu University, Fukuoka, Kyushu, Japan
Ryo Misawa, Central Research Institute of Electric Power Industry, Tokyo, Japan
Naomi Tabaru, Seinan Gakuin University, Fukuoka, Japan
EMOTIONAL INTELLIGENCE AND ENTREPRENEURIAL SUCCESS
Brandon Soltwisch William, University of Northern Colorado, Greeley, Colorado, USA
THE RELATIONSHIP BETWEEN PHYSICAL AND MENTAL DISORDERS IN A POPULATION:
IMPLICATIONS FOR FUTURE SOCIETY
David Cawthorpe, University of Calgary, Calgary, Alberta, Canada
Gabrielle Chartier, University of Montreal, Montreal, Quebec, Canada
A FIRST MANAGERS POTENTIAL TO INFLUENCE EMPLOYEES WORK ETHIC
Gayle Porter, Rutgers State University of New Jersey, Camden, New Jersey, USA
THE IMPACT OF SHORT-TERM STUDY ABROAD ON SELF-EFFICACY
Heather Kelley, Valdosta State University, Valdosta, Georgia, USA
Jennifer Branscome, Valdosta State University, Valdosta, Georgia, USA
Teddi Cunningham, Valdosta State University, Valdosta, Georgia, USA
THE EFFECT OF CROSS-TRAINING ON SHARED MENTAL MODEL
Ryota Akiho, Kyushu University, Fukuoka, Kyushu, Japan
Hiroyuki Yamaguchi, Kyushu University, Fukuoka, Japan
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LEAN SIX SIGMA TRAINING CAN MITIGATE CHANGE RESISTANCE

Stephen Lindley, Deisell Research Institute and Consultants, Miami, Florida, USA
Deisell Martinez, Florida International University, Miami, Florida, USA
Robert Sumter, Regional Medical Center at Memphis, Memphis, Tennessee, USA
TRUST, FEATURES AND MOTIVES of WOMENS BLOG WRITIERS (BLOGGERS): A SURVEY IN
CONTEMPORARY IRAN
Soghra Akbari, University of Leipzig, Germany
Bagher Saroukhani, Azad University & University of Tehran, Iran
Gnter Bentele, University of Leipzig, Germany
PERCEPTIONS OF JUSTICE IN COLLEGE STUDENTS
Eileen A. Hogan, Kutztown University, Kutztown, Pennsylvania, USA
11:30 AM 11:45 PM
Cayman A & B Hallway
Coffee Break
11:45 AM 1:45 PM
Session 10: E-Conference Session II

Session Chairs:
Dr. Detelin S. Elenkov, Angelo State University, San Angelo, Texas, USA
THE FINANCIAL DATA CHALLENGE IN STRATEGIC MANAGEMENT CASES: HOW SHOULD IT
BE USED?
Mohinder Dugal, Western Connecticut State University, Danbury, Connecticut, USA
Stanley Bazan, Western Connecticut State University, Danbury, Connecticut, USA
FINANCIAL AND LEGAL IMPLICATIONS OF STUDENT LOAN FINANCING AND POTENTIAL
DEFAULT
Jason G. Caudill, King University, Knoxville, Tennessee, USA
Vonda Laughlin, King University, Knoxville, Tennessee, USA
CREATING A NEW NORMAL: WHEN COACHES AND CLIENTS HAVE DIFFERENT CULTURAL
BACKGROUNDS
Angela Edwards, University of the Rockies, Denver, Colorado, USA
Paige Graham, University of the Rockies, Denver, Colorado, USA
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STRATEGIC DESIGN APPLIED TO THE GIRL SCOUTS OF THE UNITED STATES OF AMERICA
Catherine L. Wiberg, Influential Writing, Clinton, Utah, USA
COMPARATIVE ANALYSIS OF THE CONVERGENCE OF THE ACCOUNTING STANDARDS TO
THE INTERNATIONAL FINANCIAL REPORTING STANDARDS (IFRS) IN THE UNITED STATES
AND THE RUSSIAN FEDERATION
Inessa Yu. Korovyakovskaya, Jackson State University, Jackson, Mississippi, USA
PSYCHOLOGICAL PREDICTORS OF ATTITUDES TOWARDS WOMEN MANAGERS
Susana Velez-Castrillon, University of West Georgia, Carrollton, Georgia, USA
20
11:45 AM 1:45 PM
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ISBN-13: 978-0-615-84688-0
Session 11: Marketing

Session Chairs:
Dr. Deborah Brosdahl J.C., University of South Carolina, Columbia, South Carolina, USA
Dr. Abdullah Basiouni, Ynabu Industrial College, Yanbu Industrial City, Saudi Arabia
PROFILING ARUBAN CROSS-BORDER SHOPPERS: DEMOGRAPHICS AND MOTIVATIONS FOR
SHOPPING OFF-ISLAND
Deborah Brosdahl J.C., University of South Carolina, Columbia, South Carolina, USA
Rosalind C. University of South Carolina Upstate, Spartanburg, South Carolina, USA
William Bridges, Clemson University, Clemson, South Carolina, USA
Thais Nierop, University of Aruba, Oranjestad, Aruba
DISCOVERING THE INTERNAL ORGANIZATIONAL FACTORS THAT CONTRIBUTE TO THE
DECISION TO SELL ONLINE IN UNCHALLENGING ENVIRONMENT FOR E-COMMERCE
Abdullah Basiouni, Yanbu Industrial College, Yanbu Industrial City, Saudi Arabia
Walid Bahamdan, King Fahd University of Petroleum & Minerals, Dhahran, Saudi Arabia
Ahmed Alojairi, King Fahd University of Petroleum & Minerals, Dhahran, Saudi Arabia
MODEL OF CUSTOMER BEHAVIOR ON GAMBLING MARKET
PERSPECTIVE
Slawomir Smyczek, University of Economics, Katowice, Poland
Justyna Matysiewicz, University of Economics, Katowice, Poland
INTERNATIONAL
EVIDENCE FOR THE EXISTENCE OF VALUE PREMIUM IN THE BRAZILIAN MARKET THROUGH
THREE-FACTOR MODEL, BASED ON THE IBR-X 50 INDEX
Sergio De Bona, Mackenzie Presbyterian University, Sao Paulo, Brazil
Wilson Toshiro Nakamura, Mackenzie Presbyterian University, Sao Paulo, Brazil
Anderson Luis Saber Campos, Methodist University of Sao Paulo, Sao Paulo, Brazil
Emerson B. Pedreira, Mackenzie Presbyterian University, Sao Paulo, Brazil
CHALLENGES AND OPPORTUNITIES ASSOCIATED WITH THE MARKETING
AGRICULTURAL GOODS OF BANGLADESH IN INTERNATIONAL MARKET
Amin Al Mukit, University of Chittagong, Chittagong, Bangladesh
Md. Aftab Uddin, University of Chittagong, Chittagong, Bangladesh
Wahidur Rahaman, International Islamic University, Chittagong, Bangladesh
OF
EXCHANGE RATES AND THE MISMATCH OF EXPORT AND IMPORT CURRENCIES FOR OILPRODUCING COUNTRIES
Cynthia Royal Tori, Valdosta State University, Valdosta, Georgia, USA
PURCHASE FREQUENCY AND CONSUMER SERVICE LOYALTY
Don R. Snyder, Albany State University, Albany, Georgia, USA
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EXPLORING THE MEDIATING ROLE OF EXPORTERS MARKET ORIENTATION ON

DISTRIBUTORS OPPORTUNISM AND LIKELIHOOD OF RELATIONSHIP FAILURE
Ayse N. Balas, Longwood University, Farmville, Virginia, USA
2:00 PM 4:00 PM
Session 12: E-Conference Session III

Session Chairs:
Dr. Lawrence G. Boakye, University of Sydney, Sydney, Australia
Dr. Dambar Narayan Yadav, Centre for Poverty, Kathmandu, Nepal
CONTRIBUTION OF PERSON`S MEANING WORK IN VIRTUAL WNVIRONMENT DESIGNING:
THEORY AND NEW POSSIBILITIES
Anastasia Kuzmina, Moscow State University, Moscow, Russia
THE DETERMINANTS OF INNOVATIVE WORK BEHAVIOR IN THE KNOWLEDGE INTENSIVE
BUSINESS SERVICES SECTOR
Gizem Akinci, Istanbul Aydin University, Istanbul, Turkey
Alev Katrinli, Istanbul Aydin University, Istanbul, Turkey
WHY BUSINESS STUDENTS MAKE THE ETHICAL DECISIONS THEY MAKEWilliam R. Hanson,
Anderson University, Anderson, South Carolina, USA
Jeffery Moore, Anderson University, Anderson, South Carolina, USA
HSI STUDENT ATTITUDES TOWARD SECURITY AND PRIVACY IN FACEBOOK
Sathasivam Mathiyalakan, Winston Salem State University, Winston-Salem, North Carolina, USA
George E. Heilman, Winston Salem State University, Winston-Salem, North Carolina, USA
Sharon D. White, Winston Salem State University, Winston-Salem, North Carolina, USA
Sylvia Bembry, Winston Salem State University, Winston-Salem, North Carolina, USA
Jorge O. Brusa, Texas A & M International University, Laredo, Texas, USA
22
2:00 PM 4:00 PM
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Session 13: Domestic and International Business

Session Chairs:
Dr. Divya Rana, King Abdulaziz University, Jeddah, Saudi Arabia
Dr. Gregory Arburn, The University of Findlay, Findlay, Ohio, USA
OPTIMAL CURRENCY BASKET FOR GLOBAL OIL TRADE
Gregory Arburn, The University of Findlay, Findlay, Ohio, USA
Yannick Mohring, The University of Findlay, Ohio, USA
DETERMINE THE FACTORS AFFECTING THE PRODUCTIVITY OF INDUSTRIES: "AN APPLIED
STUDY FOR PETROCHEMICAL FACTORIES IN SAUDI ARABIA"
Amal Mohammed Sheikh Damanhouri, King Abdulaziz University, Jeddah, Saudi Arabia
Divya Rana, King Abdulaziz University, Jeddah, Saudi Arabia
EFFECTS OF ASYNCHRONOUS GRADUATE PROGRAM DELIVERY FORMAT
Patrick Bodle, The University of Findlay, Findlay, Ohio, USA
Amber Dingeldein, The University of Findlay, Findlay, Ohio, USA
Ben Eiserle, The University of Findlay, Findlay, Ohio, USA
Julie Gimperling, The University of Findlay, Findlay, Ohio, USA
Jonathan Myers, The University of Findlay, Findlay, Ohio, USA
Shannon Richards, The University of Findlay, Findlay, Ohio, USA
RETHINKING EXECUTIVE TRAINING: UNIVERSITIES, MOOCS, AND THE FUTURE OF
LEADERSHIP DEVELOPMENT
Rhonda Jones, Human Capital Focus, LLC, Columbia, Maryland, USA
THE USAGE OF SOCIAL MEDIA BY THE AGRI-BUSINESS COMPANIES IN BRAZIL
Venilton Reinert, Universidade Regional de Bumenau, Blumenau, Brazil
University of Halmstad, Halmstad, Sweden
Gabriel Baffour Awuah, University of Halmstad, Halmstad, Sweden
Svante Andersson, University of Halmstad, Halmstad, Sweden
Nathalia Virginia da Silva, Universidade Regional de Blumenau, Blumenau, Brazil
GLOBAL PROGRESS: THE RELATIONSHIP AMONG CORRUPTION, EMPLOYMENT AND
EDUCATION
Melanie Clifford, Virginia, USA
INTERRELATIONSHIP BETWEEN BUSINESS ETHICS, CORPORATE SOCIAL RESPONSIBILITY
AND CORPORATE GOVERNANCE
Vikas Choudhary, National Institute of Technology, Kurukshetra, India
2014 ISIS-Key West Conference Ends!

See you in May at the ISIS-Paris Conference!
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LIST OF REPRESENTED COUNTRIES (35)
1. Aruba 1
2. Australia 2
3. Bangladesh 7
4. Brazil 7
5. Bulgaria 1
6. Canada 3
7. China 3
8. Czech Republic - 1
9. France 1
10. Germany 6
11. India 4
12. Iran 1
13. Italy 2
14. Japan 5
15. Kuwait 2
16. Mexico 1
17. Nepal 1
18. New Zealand 1
19. Nigeria 6
20. Norway 2
21. Pakistan 2
22. Philippines 15
23. Poland 2
24. Portugal 1
25. Qatar 1
26. Russia 2
27. Saudi Arabia 7
28. South Africa 6
29. Sweden 3
30. Taiwan 1
31. Thailand 1
32. Turkey 4
33. United Arab Emirates - 3
34. United Kingdom - 2
35. USA 101
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Call for Papers

2014 ISIS-PARIS International Multidisciplinary Academic
Conference
2014 IAABR- PARIS International Academic Conference
Theme: Promoting Global Progress and Excellence in Academia
Organized by Institute of Strategic and International Studies-ISISTM And

International Academy for Advancement of Business Research-IAABRTM
Dates: May 11-13, 2014

Place: PARIS, FRANCE
Hotel Mercure Paris Porte de Pantin (4-star)
Address: 22 Avenue Jean Lolive, Pantin - PARIS, FRANCE
The Conference Hotel is conveniently located next to the Hoche Metro (subway) station and
close to a variety of public transportation choices, which can take the hotel guests within
minutes to all notable places Paris is famous for. The hotel is also convenient for transfers
from/to PARIS ROISSY CHARLES DE GAULLE Airport, located only 9 miles away.
PARIS, the cosmopolitan capital of France, has the reputation of being the most beautiful and romantic
of all cities, brimming with historic associations and remaining vastly influential in the realms of
culture, art, fashion, food and design. Dubbed the City of Light (la Ville Lumire) and Capital of
Fashion, it is home to the world's finest and most luxurious fashion designers and cosmetics, such as
Chanel, Dior, Yves Saint-Laurent, Guerlain, Lancme, L'Oral, Clarins, etc. The city has the second highest
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number of Michelin-restaurants in the world and contains numerous iconic landmarks, such as the
world's most visited tourist site the Eiffel Tower, the Arc de Triomphe, the Notre-Dame Cathedral, the
Louvre Museum, Moulin Rouge, Lido etc, making it the most popular tourist destination in the world with
45 million tourists annually.
Two conferences, one location! You are invited to join the International Conference of
INSTITUTE OF STRATEGIC AND INTERNATIONAL STUDIES-ISIS and the International
Conference of the INTERNATIONAL ACADEMY FOR ADVANCEMENT OF BUSINESS
RESEARCH-IAABR Conference in PARIS. The conferences are on the same days, at the same
venue, and ONE REGISTRATION FEE will allow you to ATTEND BOTH CONFERENCES and
to have YOUR PAPER PUBLISHED in one of the double-blind peer-reviewed journals
sponsoring the conferences!
The ISIS/IAABR Paris Conferences offers the expected participants from around the World the popular
ISIS 2 FOR 1 ADVANTAGE: 2 OPPORTUNITIES (an OPPORTUNITY to PUBLISH your
accepted paper in one of ISIS peer-refereed publications + an OPPORTUNITY to PRESENT the
results of your work at an INTERNATIONAL FORUM) for 1 LOW FEE!!!
The Editors and Editorial Board Members of the ISIS/IAABR journals are truly distinguished
faculty, who earned their Doctoral degrees from leading academic institutions, such as the
Massachusetts Institute of Technology, and who are holders of numerous international awards,
among which is the recognition as "The Most Outstanding World Researcher". All members of
the ISIS/IABR Academic Boards represent recognized universities from all continents.
Journals Sponsoring 2014 ISIS/IAARB International Multidisciplinary Academic Conferences in
PARIS:
Journal of Strategic and International Studies

Review of Strategic and International Studies
Journal of Academy for Advancement of Business Research
Review of Business and Economic Studies
Review of Social Studies, Law, and Psychology
Papers related to all areas of Accounting, Banking, Business Ethics, Communication & Media, eBusiness, e-Government, e-Learning, Ecology, Economics, Engineering, Environment & Life
Sciences, Entrepreneurship, Finance, Gender Studies, Globalization, Human Resources, IT, Law
& Legal Studies, Leadership, Logistics, Management, Marketing, Political Science, Psychology,
Security Studies, Social Sciences, Social Work, Sustainable Development, and Women Studies
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are invited for the above international conference, which is expected to be attended by authors from
nearly all parts of the World. People without papers can also participate in this conference, and they are
invited to serve as session chairs or discussants, as well as informal contributors to the academic quality
of this international event.
To submit your full paper or abstract for this conference, please email it as an attachment (acceptable
formats are .doc and .docx;) to Conference@ISISWorld.org. All conference submissions will be double
blind peer-refereed by members of the Conference Review Committee. Authors will be notified of the
review outcome within 2-3 weeks after the arrival of their submissions.
FULL PAPERS submitted by APRIL 15TH, 2014 will be considered for publication in one of the
double-blind, peer-refereed Journals Sponsoring 2014 ISIS-Paris International Multidisciplinary
Academic Conference or the refereed Conference Proceedings with ISBN number. The authors of
these articles will receive their publications in person while still attending the ISIS conference in Paris
(one copy per a registered participant will be provided free of charge).
Authors of ABSTRACTS submitted by APRIL 30TH, and which would meet the selection criteria of
the Conference Review Committee, will be given the chance to present their work in progress at the
ISIS/IAABR Conference in Paris. These abstracts will be published in a separate section of the refereed
Conference Proceedings. If the authors decide to complete their work in progress after the conference,
they could also submit their COMPLETED PAPERS by July 15th, 2014, in order to be considered for
publication in a later issue of one of the double-blind, peer-refereed ISIS Journals .
Authors, who could NOT travel to Paris for visa or other reasons, may PARTICIPATE VIRTUALLY
in the ISIS/IAABR conferences, and these authors will have the same publication opportunities, as
the regular conference presenters.
Regular Registration Deadline: APRIL 20TH, 2014
The regular registration fee is 295 (the reduced registration fee for virtual participants via Skype is
275), and the regular registration fee includes: 1) the popular ISIS 2 FOR 1 ADVANTAGE: 2
OPPORTUNITIES (an OPPORTUNITY to PUBLISH your accepted paper in one of ISIS peerrefereed publications + an OPPORTUNITY to PRESENT the results of your work at an
INTERNATIONAL FORUM) for 1 LOW FEE; 2) one printed issue of the journal or Proceedings
CD containing your paper; 3) an Official Certificate for International Conference participation; 4) the
Conference Luncheon and Keynote Address; 5) Attending all Conference sessions 6) Attending all Social
and Networking events; 7) Attending the Welcome Reception and Coffee Breaks; 8) Listing of your
presentation in the program; 9) an Opportunity to meet, exchange ideas, and network with your
international colleagues in a friendly environment
+ 10) Explore Paris, the City of
Light and Capital of Fashion!

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For any inquiries, please contact the Conference Organizing Committee via admin@ISISWorld.org or
visit our Website www.ISISWorld.org.
ISIS Conference Chair: Prof. Dr. Faridah Djellal, Dean of the Faculty of
Economics and Social Sciences, Lille 1 University Science and
Technology, FRANCE
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Call for Papers

2014 ISIS-VENICE, ITALY International
Multidisciplinary Academic Summit
Theme: Multiple Perspectives on Strategy and Innovation: From Theory to
Practice
Organized by
Institute of Strategic and International Studies-ISISTM
Ca Foscari University of Venice, Venice, Italy
Texas Tech University System, Lubbock, Texas, USA
Rawls College of Business at Texas Tech University, Lubbock, Texas, USA
Hosted by
Department of Management, Ca Foscari University of Venice, Venice, Italy
C0-Sponsored by
Ca Foscari University of Venice, Venice, Italy
Texas Tech University System, Lubbock, Texas, USA
Rawls College of Business at Texas Tech University, Lubbock, Texas, USA
Dates: JULY 7- 9, 2014

Place: Ca Foscari University of Venice, San Giobbe, Venice, Italy
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2014 ISIS-Venice ITALY International Multidisciplinary Academic Summit

will incorporate the following International Conferences:
2014 Venice Business and Economics International Conference
2014 Venice Humanities International Conference
2014 Venice Political Science and Legal Studies International
Conference
2014 Venice Engineering and Information Technology International
Conference
Four conferences, one location! You are invited to join the 2014 Venice Business
and Economics International Conference; 2014 Venice Humanities
International Conference; 2014 Venice Political Science and Legal Studies
International Conference; and 2014 Venice Engineering and Information
Technology International Conference in VENICE. The conferences are on the
same days, at the same venue, and ONE REGISTRATION FEE will allow you
to ATTEND ALL FOUR CONFERENCES and to have YOUR PAPER
PUBLISHED in one of the double-blind peer-reviewed journals sponsoring the
conferences!
The VENICE, ITALY International Multidisciplinary Academic Summit offers
the expected participants from around the World the popular ISIS 2 FOR 1
ADVANTAGE: 2 OPPORTUNITIES (an OPPORTUNITY to PUBLISH
your accepted paper in one of ISIS peer-refereed publications + an
OPPORTUNITY to PRESENT the results of your work at an
INTERNATIONAL FORUM) for 1 LOW FEE!!! Participants in any of the
Summits conferences can attend ALL sessions and other functions at the
International Academic Summit in Venice (not just the sessions and
functions limited to their own conference)!
Keynote Speaker of the International Multidisciplinary Academic

Summit will be Dr. Joseph C. Rallo, Vice Chancellor for Academic
Affairs of the Texas Tech University System, Texas, USA.
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Journals Sponsoring 2014 ISIS/IAARB -Venice ITALY International

Multidisciplinary Academic Summit:

The Editors and Editorial Board Members of the ISIS/IAABR journals are
truly distinguished faculty, who earned their Doctoral degrees from leading
academic institutions, such as the Massachusetts Institute of Technology,
and who are holders of numerous international awards, among which is the
recognition as "The Most Outstanding World Researcher". All members of
the ISIS/IAABR Academic Boards represent recognized universities from
all continents.
Papers related to all areas of Accounting, Banking, Business Ethics,
Communication & Media, e-Business, e-Government, e-Learning, Ecology,
Economics, Engineering, Environment & Life Sciences, Entrepreneurship,
Finance, Gender Studies, Globalization, Human Resources, IT, Law & Legal
Studies, Leadership, Logistics, Management, Marketing, Political Science,
Psychology, Security Studies, Social Sciences, Social Work, and Sustainable
Development are invited for the above international conferences, which is
expected to be attended by authors from nearly all parts of the World. People
without papers can also participate in these conferences, and they are invited to
serve as session chairs or discussants, as well as informal contributors to the
academic quality of this international event.
To submit your full paper or abstract for one of these conferences, please email it
as an attachment (acceptable formats are .doc and .docx;) to
Conference@ISISWorld.org, or use the ISIS Submission System via the following
link: http://www.isisworld.org/conferences/submission/.
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All conference submissions will be double blind peer-refereed by members of the

Academic Summit Review Committee. Authors will be notified of the review
outcome within 2-3 weeks after the arrival of their submissions.
FULL PAPERS submitted by JUNE 1ST, 2014 will be considered for
publication in one of the double-blind, peer-refereed Journals Sponsoring 2014
ISIS-Venice ITALY International Multidisciplinary Academic Summit or the
refereed Conference Proceedings with ISBN number. The authors of these
articles will receive their publications in person while still attending the
International Academic Summit in Venice (one copy per a registered participant
will be provided free of charge).
Authors of ABSTRACTS submitted by JUNE 20TH, and which would meet the
selection criteria of the Academic Summit Review Committee, will be given the
chance to present their work in progress at the 2014 International
Multidisciplinary Academic Summit in Venice. These abstracts will be
published in a separate section of the refereed Proceedings with ISBN number.
If the authors decide to complete their work in progress after the end of the
Academic Summit in Venice, they could also submit their COMPLETED
PAPERS by September 15th, 2014, in order to be considered for publication in a
later issue of one of the double-blind, peer-refereed ISIS Journals .
Authors, who could NOT travel to Venice for visa or other reasons, may
PARTICIPATE VIRTUALLY in the Venice Academic Summit, and these
authors will have the same publication opportunities, as the regular
conferences presenters.
Regular Registration Deadline: JUNE 15TH, 2014
The regular registration fee is 295 (the reduced registration fee for virtual
participants via Skype is 275), and the regular registration fee includes: 1) the
popular ISIS 2 FOR 1 ADVANTAGE: 2 OPPORTUNITIES (an
OPPORTUNITY to PUBLISH your accepted paper in one of ISIS peer32
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refereed publications + an OPPORTUNITY to PRESENT the results of

your work at an INTERNATIONAL FORUM) for 1 LOW FEE; 2) one
printed issue of the journal or Proceedings CD containing your paper; 3) an
Official Certificate for International Conference participation; 4) the International
Academic Summit Luncheon and Keynote Address; 5) Attending all Academic
Summits sessions 6) Attending all Social and Networking events; 7) Attending
the Welcome Reception and Coffee Breaks; 8) Listing of your presentation in the
International Academic Summit Program; 9) an Opportunity to meet, exchange
ideas, and network with your international colleagues in a friendly environment +
10) Explore the history and culture of Venice, ITALY!
For any inquiries, please contact the Academic Summits Organizing Committee
via
admin@ISISWorld.org,
or
visit
the
Conference
Website
www.ISISWorld.org/europe/
International Academic Summit Chair: Prof. Dr. Carlo Bagnoli, Ca

Foscari University of Venice, Venice, Italy
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Call for Papers

2014 ISIS-ORLANDO International Multidisciplinary
Academic Conference
2014 IAABR-ORLANDO International Academic
Conference
Organized by Institute of Strategic and International Studies-ISIS And

International Academy for Advancement of Business Research-IAABR
Dates: August 21-23, 2014

Place: ORLANDO, FLORIDA USA
The CoCo Key Hotel and Water Resort
Address: 7400 International Drive, Orlando, Florida USA
Deeply discounted rooms are still available at the CoCo Key Hotel and
Water Resort for the ISIS/IAABR Conference Participants!
Two conferences, one location! You are invited to join the International
Conference of INSTITUTE OF STRATEGIC AND INTERNATIONAL
STUDIES-ISIS and the International Conference of the INTERNATIONAL
ACADEMY FOR ADVANCEMENT OF BUSINESS RESEARCH-IAABR in
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ORLANDO. The conferences are on the same days, at the same venue, and
ONE REGISTRATION FEE will allow you to ATTEND BOTH
CONFERENCES and to have YOUR PAPER PUBLISHED in one of the
double-blind peer-reviewed journals sponsoring the conferences!
The ISIS/IAABR ORLANDO Conferences offers the expected participants from

around the World the popular ISIS 2 FOR 1 ADVANTAGE: 2
OPPORTUNITIES (an OPPORTUNITY to PUBLISH your accepted paper
in one of ISIS peer-refereed publications + an OPPORTUNITY to
PRESENT the results of your work at an INTERNATIONAL FORUM) for
1 LOW FEE!!!
The Editors and Editorial Board Members of the ISIS/IAABR journals are
truly distinguished faculty, who earned their Doctoral degrees from leading
academic institutions, such as the Massachusetts Institute of Technology,
and who are holders of numerous international awards, among which is the
recognition as "The Most Outstanding World Researcher". All members of
the ISIS/IABR Academic Boards represent recognized universities from all
continents.
Journals Sponsoring 2014 ISIS/IAARB International Multidisciplinary
Academic Conferences in ORLANDO:


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Psychology, Security Studies, Social Sciences, Social Work, Sustainable
Development, and Women Studies are invited for the above international
conferences, which is expected to be attended by authors from nearly all parts of
the World. People without papers can also participate in these conferences, and
they are invited to serve as session chairs or discussants, as well as informal
contributors to the academic quality of this international event.
To submit your full paper or abstract for these conferences, please email it as an
attachment (acceptable formats are .doc and .docx;) to Global@ISISWorld.org.
All submissions will be double blind peer-refereed by members of the Conference
Review Committee. Authors will be notified of the review outcome within 2-3
weeks after the arrival of their submissions.
FULL PAPERS submitted by July 25TH, 2014 will be considered for
ISIS/IAABR-Orlando
International
Multidisciplinary
Academic
Conferences or the refereed Conference Proceedings with ISBN number. The
authors of these articles will receive their publications in person while still
attending the ISIS/IAABR conferences in ORLANDO (one copy per a registered
participant will be provided free of charge).
Authors of ABSTRACTS submitted by AUGUST 10TH, and which would meet
the selection criteria of the Conference Review Committee, will be given the
chance to present their work in progress at the ISIS/IAABR Conferences in
ORLANDO. These abstracts will be published in a separate section of the
refereed Conference Proceedings. If the authors decide to complete their work
in progress after the conference, they could also submit their COMPLETED
PAPERS by November 30th, 2014, in order to be considered for publication in a
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Authors, who could NOT travel to Orlando for visa or other reasons, may
PARTICIPATE VIRTUALLY in the ISIS/IAABR conferences, and these
authors will have the same publication opportunities, as the regular conference
presenters.
Regular Registration Deadline: AUGUST 5TH, 2014
The regular registration fee is $330 (the reduced registration fee for virtual
participants via Skype is $280), and the regular registration fee includes: 1) the
OPPORTUNITY to PUBLISH your accepted paper in one of ISIS peerrefereed publications + an OPPORTUNITY to PRESENT the results of
Official Certificate for International Conference participation; 4) the Conference
Luncheon and Keynote Address; 5) Attending all Conference sessions 6)
Attending all Social and Networking events; 7) Attending the Welcome
Reception and Coffee Breaks; 8) Listing of your presentation in the program; 9)
an Opportunity to meet, exchange ideas, and network with your international
colleagues in a friendly environment + 10) Explore Orlando, Disney World,
and nearby Cocoa Beach on the Atlantic Coast!
For any inquiries, please contact the Conference Organizing Committee via
admin@ISISWorld.org or visit our Website www.ISISWorld.org.
Conference Chair: Prof. Dr. B. N. Dixon-Ogbechi, Senior Member of the

ISIS Academic Board and Associate Editor of JSIS
Conference@ISISWorld.org
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Call for Papers

2014 ISIS-MANILA International Multidisciplinary
Academic Conference
Organized by Institute of Strategic and International Studies-ISISTM And

Hosted by University of the East, Manila, The Philippines
Dates: NOVEMBER 5th-7th, 2014

Place: MANILA, THE PHILIPPINES
CENTURY PARK HOTEL (5-star)
Address: 599 P. Ocampo Street, Malate - MANILA, THE
PHILIPPINES
The Conference Hotel is a 5-minute drive from the Cultural Center of the
Philippines and the Philippine International Convention Centre. Wi-Fi is
free in public areas. Century Park Hotel is a short 5-minute walk from Vito
Cruz LRT Station. Ninoy Aquino International Airport is only 4 miles away.
Deeply discounted rooms are still available at the Century Park Hotel
for the ISIS-Manila Conference Participants!
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The ISIS/IAABR Manila Conference offers the expected participants from

around the World the popular ISIS 2 FOR 1 ADVANTAGE: 2
OPPORTUNITIES (an OPPORTUNITY to PUBLISH your accepted paper
in one of ISIS peer-refereed publications + an OPPORTUNITY to
PRESENT the results of your work at an INTERNATIONAL FORUM) for
1 LOW FEE!!!
MANILA is the capital of the Philippines. Listed as a Global City by the

Globalization and World Cities Study Group and Network, it has its strengths in
the arts, commerce, education, entertainment, finance, healthcare, media,
professional services, research and development, tourism and transport making it
the historical, cultural, political, economic and educational center of the
Philippines. Dubbed The Perl of the Orient, Manila attracts over 1 million
tourists each year. Major destinations include the walled city of Intramuros,
museums such as the National Museum of the Philippines, and other tourist
attractions including Ermita, Santa Cruz, Chinatown, and events such as the Feast
of Black Nazarene, free performances in Rizal Park and events within the Cultural
Center of the Philippines, located close to the Conference Hotel.
Journals Sponsoring 2014 ISIS/IAARB International Multidisciplinary
Academic Conference in MANILA:


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Psychology, Security Studies, Social Sciences, Social Work, Sustainable
Development, and Women Studies are invited for the above international
conference, which is expected to be attended by authors from nearly all parts of
the World. People without papers can also participate in this conference, and they
are invited to serve as session chairs or discussants, as well as informal
contributors to the academic quality of this international event.
To submit your full paper or abstract for this conference, please email it as an
attachment
(acceptable
formats
are
.doc
and
.docx;)
to
Conference@ISISWorld.org. All conference submissions will be double blind
peer-refereed by members of the Conference Review Committee. Authors will be
notified of the review outcome within 2-3 weeks after the arrival of their
submissions.
FULL PAPERS submitted by OCTOBER 5TH, 2014 will be considered for
ISIS-Manila International Multidisciplinary Academic Conference or the
refereed Conference Proceedings with ISBN number. The authors of these
articles will receive their publications in person while still attending the ISIS
conference in Manila (one copy per a registered participant will be provided free
of charge).
Authors of ABSTRACTS submitted by OCTOBER 15TH, and which would
meet the selection criteria of the Conference Review Committee, will be given the
chance to present their work in progress at the ISIS/IAABR Conference in
Manila. These abstracts will be published in a separate section of the refereed
Conference Proceedings. If the authors decide to complete their work in
progress after the conference, they could also submit their COMPLETED
PAPERS by February 15th, 2015, in order to be considered for publication in a
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Authors, who could NOT travel to Manila for visa or other reasons, may
PARTICIPATE VIRTUALLY in the ISIS/IAABR conference, and these
authors will have the same publication opportunities, as the regular conference
presenters.
Regular Registration Deadline: OCTOBER 15TH, 2014
The regular registration fee is 295 (the reduced registration fee for virtual
participants via Skype is 275), and the regular registration fee includes: 1) the
OPPORTUNITY to PUBLISH your accepted paper in one of ISIS peerrefereed publications + an OPPORTUNITY to PRESENT the results of
Official Certificate for International Conference participation; 4) the Conference
Luncheon and Keynote Address; 5) Attending all Conference sessions 6)
Attending all Social and Networking events; 7) Attending the Welcome
Reception and Coffee Breaks; 8) Listing of your presentation in the program; 9)
an Opportunity to meet, exchange ideas, and network with your international
colleagues in a friendly environment + 10) Explore Manila, "The Pearl of the
Orient"!
For any inquiries, please contact the Conference Organizing Committee via
admin@ISISWorld.org or visit our Website www.ISISWorld.org.
Conference Chair: Prof. Dr. Ester Albano Garcia, President, University of the
East, Manila, The Philippines
ISIS Global Office: Miami Beach, Florida 33139, USA
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Your university and school/college will be identified by name & logo on the front cover and
the first page of one (mutually agreed on) of the ISIS journals;
We will invite you to nominate one of your faculty members or top administrators to join as
the Editor of one (mutually agreed on) of the ISIS journals. We hope our partners will
assist their nominees for the editorial positions with some administrative support;
We invite the President, Chancellor, Dean or a designated faculty of your
University/School/College to attend the ISIS International Conferences during the period
of the sponsorship and partnership agreement (without regular registration fee);
A link from the ISISs home page to our partner university/college home page will reach
our global membership for the duration of the sponsorship and partnership agreement;
We will invite you to insert one full-page advertisement about your university/college in
one (mutually agreed on) of the ISIS journals, in order to promote your programs at no
extra cost to you;
We will acknowledge your university/college in promotional brochures and other materials
distributed by ISIS;
We will acknowledge your sponsorship during formal luncheon at each of the ISIS
international conferences (5 per year);
We offer you complementary issues of one (mutually agreed on) of the ISIS journals each
year during the period of the sponsorship and partnership agreement;
We will invite our partners in planning and organizing jointly future initiatives considered
to be of mutual benefit.
admin@ISISWorld.org
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FULL PAPERS
APPLICATION OF STRATEGIC MANAGEMENT AND STRATEGIC KNOWLEDGEMANAGEMENT IN GAINING SUSTAINABLE COMPETITIVE ADVANTAGE
Kenneth Chibuisi Nwokocha, Abia State University, Uturu, Nigeria
Anne Nwannennaya Noah, Abia State University, Uturu, Nigeria
ABSTRACT
The need to develop an integrated strategic management framework that aligns knowledge-management
and business strategy formulation to realize competitive business advantage has dominated recent
researches in the field of organizational behavior (Bater, 1999; Tiwana, 2000 and Kim et al, 2003). This
paper approached the study of strategic management from the economic goals perspective and
established the integrated options in modern organizations can adopt to provide a strategic response to
the ever-increasing rate of competition to assure sustainable business growth and profitability. This study
adopted the qualitative methodology and critical contextual analysis of existing relevant secondary
publications to provide an integrated strategic management framework to enable knowledge experts to
align their business strategies with the knowledge management strategies. It argued that strategic
management should incorporate both organizational goals and the knowledge management strategy to
achieve sustainable organizational success. The result of the study shows that there is a bond between
strategic management and strategic knowledge-management and both should be incorporated in
formulating an all-encompassing strategic model that assures sustainable business competitive
advantage. This article suggested that gaining a comparative business advantage is the hallmark of the
emerging concept of sustainability under a competitive business environment. It also suggested an
integrated strategic management (ISM) model, which incorporates strategic management with strategic
knowledge-management in the light of organizational goals/visions, SWOT analysis and relevant baseline
human capital theories.
Keywords:
Business strategy, strategic management, strategic knowledge-management, and
sustainable competitive business advantage
1. INTRODUCTION
The need to evolve an integrated business strategy to mitigate the challenges of the competitive business
environment has dominated recent research efforts on organizational behavior research Bater (1999),
Tiwana (2000) and Kim et al (2003). This paper approaches the study of strategic management from the
economic goals perspective. It looks at ways through which modern organizations can strategically
respond to the ever-increasing rate of competition by artfully adopting a responsive organizational
behavior that assures business growth and profitability. It argues that continuity in the dynamic economic
environment can be gained through competitive advantage driven by effective knowledge management
while lowering costs. This article suggests that gaining competitive advantage is the hallmark of the
emerging concept of sustainability under a dynamic business environment. It aims to identify
sustainability as a strategic management effort directed towards lowering the cost of production while
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adopting best practices to generate enough profit that provides for the economy, society and the
environment through gainful strategic competitive advantage (UK Cadbury, 1992 and GRI, 2000).
This paper emphasizes that sustainable strategic management shares close links with strategic
knowledge management and that modern organizational managers can respond to business challenges
by adopting both strategic management and strategic knowledge management practices. In this study,
strategic knowledge management is viewed as a veritable part of an organizational resource. The
essence is that from the economic approach point of view to the study of strategic management; strategic
management experts of modern business concerns can gain competitive advantage to assure
organizational survival. This can be achieved by strategically aligning organizational vision, goal and
mission statements through adopting efficient strategic knowledge management. This implies that the
knowledge management goals and strategies of the knowledge management workers should reflect and
align with the goals and mission statement of the organization concerned (Kim et al., 2003). Strategic
management scholars have consistently suggested the need for the strategic alignment of organizational
goals and knowledge management strategy for achieving organizational success. This is the philosophy
suggested in the assertion of Tiwana (2000:103) that, knowledge drives strategy and strategy drives
knowledge management.
Research suggests that the problem barring many business organizations from achieving sustainable
competitive advantage and by extension strategic organizational effective performance is failure to
identify with clarity, the missing link between knowledge management and business strategy. Bater
(1999) identified the need for profit and efficiency oriented concerns to ensure the consistent alignment of
their corporate ambitions, organizational culture, technological orientation, skills and resources with their
strategic management and knowledge-management programs. This is in line with Tiwana (2000:103),
which argues that without a clearly articulated link between knowledge management and business
strategy, even the worlds best knowledge management system will deliver zilch. This is the problem
confronting many business organizations globally today, which this paper aims to proffer or suggest
solutions. This article aims to establish the need for the application of strategic management and the
formulation of a knowledge management strategy to achieve sustainable competitive advantage. It aims
to achieve this by attempting an updated review on strategic management and strategic knowledge
management within the relevant academic baseline theories. The essence is to address strategic
management and knowledge management alignment related problems.
2. STATEMENT OF PROBLEM AND RESEARCH QUESTIONS
Although Bater (1999), Tiwana (2000) and Kim et al (2003) have identified the need for the proper
alignment of the knowledge management goals and strategies by the knowledge management workers in
line with the goals and mission statement of the organization concerned, they did not proffer a holistic
alignment framework. The lack of a holistic strategic management and knowledge management
framework is a major challenge confronting many business concerns today, which this paper sets out to
address. To attempt to mitigate this problem and to achieve the research objectives, the following
questions need to be answered:
1.
Do modern business managers understand knowledge as a strategic corporate resource in

enterprises?
2.
Are there divergent viewpoints and models with regard to the strategy formulation process?
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3.
Are there divergent opinions concerning strategic knowledge management?
4.
Can an integrative strategic model be developed to incorporate knowledge-management strategy
formulation and business strategy formulation to achieve competitive advantage?
3. THEORETICAL FRAMEWORK/METHODOLOGY
A theoretical framework is a conjectural structure or a perspective that guides a scientific enquiry or
research. In other words, a theoretical framework is an academic lens through which a research is
conducted. Therefore, this essay is anchored within the framework of the human capital theory and the
resource-based theory of firms. It views firms as artificial and dependent organs that cannot function on
their own without the active involvement and harnessing of the human resource knowledge asset of the
educated man, which is an intangible capital.
Wright & McMahan, (1992) developed theoretical
standpoints that drew from sociology, economics, management, and psychology to emphasize the need
for the development of special spheres of human capital. This paper thus adopts the human capital theory
and the human resource baseline theory of the firm to interpret the underlying concepts of strategic
management of human capital and strategic knowledge management in the light of extant relevant
literature. Thus, this paper adopts the qualitative methodology to provide an integrated strategic
management framework that enables strategic management and knowledge experts to align their
business strategies with the knowledge management strategies. The qualitative methodology is
ideographic in epistemology and interprets the phenomenon using rich relevant texts. The purpose is to
contextualize the human capital theory and the human resource baseline theories in explaining how they
can be applied in the alignment of strategic management and strategic knowledge management to bring
about competitive advantage among firms.
3.1. Human Capital Theory
Human capital is the stock of competencies, knowledge, social and personality attributes, including
creativity, embodied in the ability to perform labor so as to produce economic value (Wikipedia, 2008:1).
According to Boxall (1999), human capital theory advocates that organizational employees are essential
aspects of the firms capital mix that adds value to the firm. This theory views human resource as
organizational assets that should not be toiled with since they engender profitability in business. This
implies that the human capital theory supports strategic management and suggests that the knowledge of
the human capital mix should be managed as a vital asset (Armstrong 2006). The central point advocated
by the human capital theory according to Itami (1987) and Schuller (1997) suggests that the knowledge
competencies of organizational human resource are essential factors that permit organizational success.
This is because gaining competitive advantage and by extension, strategic effective performance of firms
depends on efficient strategic management and knowledge management development.
3.2. Resource Based Theory of the Firm
The resource-based theory of firms as advocated by Barney (1991) has roots in the earlier works of
Coase (1937), Chandler (1962) and Wernerfelt (1984). They argue that the organizational human
resource is an intangible valuable resource that is useful in gaining competitive advantage through
innovation. The human resource based theory, therefore is the superstructure of Strategic Management
and it emphasizes that competitive advantage can be sustained through strategic management and
strategic management of valuable human resource (Chandler, 1962). Barney (1991) advanced the
resource theory of firms to suggest that strategically managed firms human resource can make the
organizational knowledge worker valuable, rare, inimitable and non-substitutable and this attracts
competitive advantage to the firms. This implies that efforts committed to advancing the strategic
management and knowledge management alignment should not be viewed as expenses but useful
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investments that results in gaining sustainable competitive advantage of firms, which is the main thrust of
strategic management studies.
4. STRATEGIC MANAGEMENT REVIEWED
Strategic management according to (Powell, 2001; Wheelen and Hunger, 2004) is defined as a set of
planned managerial programs and actions adopted by an organizations strategic management experts to
foster competitive advantage with a view to achieving sustainable long-term superior performance over
other organizations. The implication is that strategic management involves such important processes like
information, environmental scanning, appropriate data selection and interpretation, building and try testing
of ensuing strategic model and putting the new model into action (Cray and Mallory, 1998). According to
Hoskisson et al., (1999) and Wright et al. (1994), the strategic management field of management studies
has witnessed dramatic evolutions in recent decades. It has transformed from being a mere knowledgebased economy that focused on production, distribution, and use of knowledge and information to an
industrial-based economy, which emphasizes product manufacturing as the necessity for the economic
system (Bettis and Hitt, 1995; OECD, 1996). The essence for the advancement of strategic management
according to Nag and Chen (2007) is that it studies the planned major action taken by a company's top
management on behalf of the shareholders, which involves organizational resources and performance in
internal and external environments. It involves the clear specification of the organization's vision,
objectives, mission statements, and making a strategic effort to develop both the policies and plans of the
organization to conform to the organizations projects and programs. Lamb (1984) maintains that,
strategic management is an ongoing process that evaluates and controls the business and the industries
in which the company is involved; assesses its competitors. According to Lamb (1984), strategic
management sets a robust goal system and strategy that aims to meet all existing and potential
competitors; and then reassesses each strategy annually or quarterly to determine how it has been
implemented. It involves an evaluation strategy that assesses the potential success of meeting both the
existing and potential competitors and ascertain whether there is a need to change to a new strategy so
as to meet the circumstances that have changed with respect to technology, competitors, economic and
social environment, as well as in the financial and political environments. Strategic management therefore
consists of the analysis, decisions, and actions, which an organization undertakes in order to create and
sustain competitive advantages. From the above definition of strategic management, it is evident that the
strategic management entails three ongoing processes namely, analysis, decisions, and actions. This
implies that, strategic management is concerned with the analysis of strategic goals. According to Porter
(1980 and 1985), the strategic goal analysis covers the vision, the mission, and the strategic objectives of
the organization in relation to the analysis of the internal and external environment of the organization.
The decision analysis process emphasizes the need for organizational top managers being able to make
decisive strategic decisions. The organizational decision to be taken by to organizational managers
categorically addresses the following two basic questions of what industries should we compete in and
how should the organization compete in those industries? The answer to these questions is contingent on
whether modern business managers understand knowledge as a strategic corporate resource in
enterprises and share consensus viewpoint and models with regard to the strategy formulation process.
If these conditions are met, appropriate action must then be taken.
The implication is that decisions are of little use except if they are acted on. It follows that organizations
that want to develop competitive advantage must always be proactive in taking the necessary actions
concerning implementing their strategies. This requires leaders to allocate the essential resources, in this
case, the knowledge competencies of the human resource capital and to redesign the organization in
such a way that realizes the intended strategies. Secondly, the essence of strategic management is to
understand why some firms outperform their competitors. Strategic management officers (SMOs) thus
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need to decide how their firms should compete in order to achieve sustainable competitive advantage.
The strategic management effort that focuses on answering the how question, supposes to provide an
answer concerning how the organization should compete to achieve a competitive advantage in the
marketplace and to enjoy lion market share. For instance, managers need to determine whether the firm
should adopt the low-cost producer option and reposition itself for this option, or innovate products and
services that are unique which will enable the organization to collect premium prices on their produce or
adopt both combinations. Since groundbreaking innovative ideas are prone to be copied by other rival
companies, strategic management workers of the firm should try to evolve ways of sustaining their
competitive breakthrough systems so that others will not easily copy it. This was to provide an answer to
the question of competitive parity experienced in the airline industry in the 1980s. In the 1980s, American
Airlines tried to establish a competitive advantage by introducing the frequent flyer program. Within
weeks, all the airlines did the same thing. Overnight, instead of competitive advantage, frequent flyer
programs became a necessary tool for competitive parity, not competitive advantage. Therefore, the
challenge to mitigate is the sustainability of competitive advantage. Porter (1996) argues that the
achievement of sustainable competitive advantage is not possible only through operational effectiveness.
This implies that most of the well-known management innovations developed in recent decades such as
total quality management, just-in-time inventory management, benchmarking, business process reengineering, outsourcing, which aimed at achieving operational effectiveness can easily be copied and
applied by other firms. Despite that each of these strategic innovations is important, none of them assures
sustainable competitive advantage. The common reason for this is that every company can apply them.
Strategy and strategic management therefore are all about being unique and distinct in the approach and
ways of doing things. Sustainable competitive advantage is possible only through performing different
activities from different rival point of view or performing similar activities in different ways. This is the view
of Porter (1996) concerning the unique competitive strategies developed by Wal-Mart, Southwest Airlines,
and IKEA, which internally was consistent and difficult to imitate by competitors that have provided them
with a sustained competitive advantage. A company with a good strategy must make clear choices about
what it wants to accomplish. Porter (1996) has argued that Trying to do everything that your rivals do
eventually leads to mutually destructive price competition, not long-term advantage. This implies that
strategic competitive innovations should be preserved and not easily imitable.
4.1. SWOT Analysis and Strategic Management
The origin of strategic management dates back to the 1950s when Selznick (1957) suggested the need to
integrate a firms internal state and external expectations for incorporation into the organizations social
structure. This informed Andrews (1971) definition of strategy as the balance of actions and choices
between internal capabilities and the external environmental circumstances of a firm. Building on this
perspective, Weilhrich (1982) advanced the internal and external study into a matrix, now well known as
the SWOT model, which relies on the study of internal strengths and weaknesses as well as the
opportunities and threats confronting the firm from its external environment. Since then until now, the
SWOT matrix analysis has remained an important tool in the study of strategic management and strategic
management formulation process (Mintzberg et al., 1998). Not minding the significance of the SWOT
analysis process to the strategic management framework, Valentine (2001) has identified the simplicity
and generalisation of a SWOT analysis as a major weak point on the ground that it involves a long list of
guidelines and procedures with insufficient theoretical supports (Ip and Koo, 2004). Thus, there is the
need to adduce an integrated strategic management model, which combines an organizations peculiar
management strategy as well as the persisting knowledge management strategies.
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4.2. Relationship Between Knowledge, and Knowledge Management and Effective Organisational
Performance
According to Davenport et al. (1998), Knowledge is power. Knowledge is the only meaningful resource
today Drucker (1993:38). This means that knowledge is today, the only valuable stock in trade of
innovative organizations. According to Davenport and Prusak (1998) knowledge is a fluid mixture of
experience, values, contextual information, and expert insight that provides a framework for evaluating
and incorporating new experiences and information. This implies that organizations now strategically
deploy and manage knowledge as a basis for generating novel ideas to assure effective organizational
performance. The reason is to remain relevant in the ever dynamic and competitive market environment.
Hornby (2000:) in the Oxford Advanced Learners Dictionary (OALD) defines knowledge as the facts,
information, understanding and skills that a person has acquired through experience or education. The
inclusion of skills and education as a source of knowledge in the above definition is a pointer that
knowledge shares a link with creativity and both can be sharpened through strategic training and
development programs.
There is no concise and generally agreed definition of the concept of knowledge across disciplines. This
is because; different disciplines use the term to denote different things. Knowledge can be acquired
through training and development programs or by observation. This implies that there are two major
forms of knowledge: acquired and observed knowledge. Knowledge is dynamic. Based on the acquired
knowledge, ones level of knowledge is dependent on the level of training, education or informed by his
environment. In the context of this review, knowledge is used to denote understanding gained through
objective study. Viewing knowledge in the eyes of management warrants the explanation of the
management. According to Eboh (2002), management simply put, is the coordination of an organizations
resources with the outmost aim of achieving a predetermined goal.
Since knowledge according to Davenport is defined as information with a value from the human mind,
knowledge management (KM) is therefore the process of capturing, distributing, and effectively using
knowledge (Davenport, 1994). One of the most popular definitions of knowledge management is the one
offered by J. Malhotra. According to Malholtra (1998), knowledge management centers on the critical
issues of organizational adaptation, survival and creativity and competence in the face of increasingly
discontinuous environmental change. Essentially, knowledge management embodies organizational
process that seeks synergistic combination of data and information processing, by means of information
technology (IT) and innovative creativity capacity of the human resource capital element of the firm to
achieve its effective management and performance. In succinct terms, knowledge management is the
way of capturing, distributing and effectively applying knowledge of the human resource capital element
of the production of an organization with the view to achieving effective organizational performance.
4.3. Types of Knowledge
There are different types of knowledge. However, the two that are commonly referred to in a business
context are explicit knowledge and tacit knowledge. According to Nonaka (1995), explicit knowledge can
be articulated in formal language and transmitted through, for example, manuals, written specifications,
etc. This type of knowledge refers to organizational knowledge, which Davenport and Prusak (1998)
support is entrenched in official documents and repositories, everyday organizational processes and
practices, as well as norms. Tacit knowledge on the other hand refers to personal knowledge that is
based on individual experiences and value system, which is held, bound in the individual and may not be
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easily transmitted. This is the central point of Davenport and Prusak (1998), which argues that the origin
of knowledge and its place of application are peoples minds.
4.4. Ways of Creating Knowledge
Research has implicated knowledge to have a clear correlation to creative constructs of human resource
mix and therefore can be created and transferred by them. The knowledge of the availability of new
product lines introduced into the market is essential for consumers patronage. How can such knowledge
be created, is it by only advertisements on the National Dailies, radio networks, televisions and internet
platforms? Nonaka (1995) adduced four ways for creating knowledge thus.
4.4.1. Socialization: This process of knowledge creation involves brainstorming activities, discussions,
debates, which permits people to expose their knowledge to others and test its validity.
4.4.2. Externalization: Externalization in the knowledge creation process, involves putting knowledge to
use. This happens when the organization makes a decision or states a goal. The goals of the
organization are usually embodied in discussions among top organizational managers and such are very
essential sources of gaining organizational knowledge as they give resolute direction to the organizations
line staff. This means that knowledge about the firm is a direct embodiment of organizational decisions,
which are communicated to the external and internal members of the organization, through minutes and
publications issued by the organization.
4.4.3. Combination: This means bringing together divers pieces of knowledge to produce new insights.
All that an organization stands for, both to offer to her clientele and all that it expects from her human
resource capital mix are the combined embodiment of the organizations goals and mission statement.
4.4.4. Internalization: This is the stage where an individual, exposed to someone else knowledge makes
it his own. This implies that the person after acquiring the knowledge internalizes it and exhibits it as if it
is his own original ideas. The internalization stage of the knowledge creation process depicts mastery of
the acquired knowledge through over learning and constant application (Nonaka, 1995). Following the
above four-knowledge creation process stages, knowledge-creation process model can be developed as
hereunder thus:
FIGURE 1: THE KNOWLEDGE-CREATION PROCESS MODEL
Socialization
Internalization
Knowledge
Externalization
Combination
Culled from: Nonpeak and Takeuchis (1995) Knowledge Creation process
The above scheme adduces the Knowledge Creation Model following Nonpeak and Takeuchis (1995).
According to Nonpeak and Takeuchi (1995), the knowledge transformation process illustrated above is a
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spiral process, in which the above interaction takes place repeatedly through cross-fertilization of ideas. It
implies that knowledge transformation enables the cross-fertilization of organizational employees
knowledge competencies through synergy to bring about better results (Nonpeak and Takeuchi, 1995).
Training and Development enhances the employees values of the organization by giving them the
required creativity, skills and abilities to achieve the organizations objectives of effective performance.
Human resource knowledge creation process can start in any four of the quadrants shown above and
triggers action in the others. The purpose of this research is to lend support to the human resources
theories of Detrick (1972), Detrick and Bennett (1977), Noah (2006) and Acharya (2007) that it takes well
trained workforce to make business plans work. Precisely, the purpose of this review is to establish that
regular human resources training and development programs can combine several knowledge subject
matters to trigger creativity among human resource capital mix through socialization, internalization and
externalization processes to improve workers performances and to assure the overall organizational
effective performance.
5. IMPORTANCE OF EFFECTIVE KNOWLEDGE MANAGEMENT IN FIRMS
Tierce and Pisano (1994) emphasized knowledge and in extension, the organizational knowledge
management (particularly, its constant renewal) as a source of organizational creativity, innovation and
competitive advantage. Against the background of stiff competition in todays business environment, the
importance of Knowledge Management as a means of assuring effective organizational performance
cannot be over-emphasized.
Contemporary organizations execute their businesses under high environmental, technological,
sociological and competitive situations. This warrants that for any business organization to be assured of
a continuous market share, the organizations management team must be able to understand and
appreciate very well their environmental cost drivers, which supposed to be reduced for them to continue
to survive. The implication of this assertion is that the success of an organization depends on how
knowledgeable her management team is.
Knowledge-management therefore helps to avert business failures owing to managerial obsolescence.
This is because a manger that is up to date with the current key business drivers is bound to run the
organization successfully and at a lower cost. Conversely, where this knowledge is lacking, a nave and
an uninformed manager will only approach the management of the organization using obsolete
technology and strategy, and the business will collapse. An obsolete manager is one whose capacities
and acquired knowledge and experience has been outdated owing to changes in technologies, new
approaches and demands beyond those for which his creativity, experiences, abilities and training have
until now equipped him. However, knowledge-management oriented organizations do not suffer this.
Malholtra (1998) has argued that every challenge in the business environment is captured as data for the
study of the manager, which is then synthesized into knowledge about the enterprise through the
organizations information processing technology. According to Malholtra (1998), this is achievable by
means of the creative and innovative capacities of the human resource capital mix of the organization.
The implication of this assertion is that organizations that are knowledge-management based hardly
succumb to competition and economic challenges. Knowledge management thus helps them to gain price
advantage through large scale of production. Research confirms that knowledge-management helps in
effective management by means of research endeavors to meet organizational goals, good service
delivery according to customers tastes.
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Harry (1968) advanced the exceptional executive research and argued that good knowledge
management is important since sheer knowledge is becoming an increasingly important ingredient of all
works. This is justified because growth and changes are abundantly rapid and intellectual obsolescence
occurs among non-management based organizations. The implication is that everyone now needs to
learn at an accelerated pace and understanding becomes a prerequisite for an ever-growing range of
social, political and economic problems. Thus, business and other types of organizations needs to be
centered around education and learning processes, even to the extent of making a formal part of the work
requirement for nearly everyone (Harry 1968).
Finally, knowledge-management helps an organization to see vividly opportunities for improvement. It
also helps organizations to achieve strategic business goals. Knowledge-management based
organizations are capable of applying a systematic methodology whose implementation is specifically
included in the strategic plan (EKD, 2001).
6. BASIC REQUIREMENTS FOR IMPLEMENTING KNOWLEDGE MANAGEMENT
Kales (1999) have advanced seven basic requirements for implementing knowledge-management and
they include the following.
1).
Understand and accept the value of information and knowledge as a strategic vehicle to effective
management.
2).
an organization must have a management team that is devoted to the implementation of

knowledge management.
3).
the management team must be capable and willing to adapt to change.
4).
both the management team and the organization must support a driving passion to become
better or the best (industry leader).
5).
There must be the willingness to engage the organizations employees in the
6).
Believe that the organizational employees possess creativity and potentials that have not yet
been fully exploited.
7).
Embrace an open regime with regard to sharing interaction and knowledge.
process.
In summary, the seven basic requirements for implementing effective knowledge-management in

organizations highlighted above portend that the success of an organization begins and ends with her
human resource capital mix. This implies that a good knowledge-management oriented organization is
bound to out-perform her competitors through excellence. Since business organizations exist in
environments that are characterized by cultural changes, the organizational managers should appreciate
that the strategic management and strategic knowledge management are essential to business success.
They should value their intangible human resource assets as sine-qua-none to the success of their
organization without which organizations would simply not be equipped with the ability to foresee or
imagine the future (Schumpeter, 1942).
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7. STRATEGIC MANAGEMENT FORMULATION MODELS

The strategic management formulation models have undergone a series of evolutionary processes
starting from l950 to date. Kong (2007) did a review of the strategic management literature and adduced
a strategic management model as follows:
He emphasized the need for the intellectual capital in the non-profit sector by capturing the resource
based-view and knowledge based view. His model considered the strengths and weakness of the
internal and external business environments (using SWOT analysis) and the balanced scorecard to
attempt the strategic management model development. This model is only confined to the non-profit
oriented organization and did not adopt a holistic or integrative approach to suit all business concerns to
predict the business future and to innovate to gain sustainable competitive advantage.
This model captured intended and realized business strategy based on the contribution of the
organizational human resource in consideration of external and internal business environmental factors.
The authors agreed that this model is not empirical but only a road map to the SHRM model and it did not
consider knowledge-management as an essential tool.
From the works of Byrne (1996), Pearce and Robinson (2000), Ward and Griffiths (1998), and other
strategic management scholars, the breakdown of the evolutionary trend cover 1950-till date and the
breakdown can be done as follows. Between 1950 and the 1960s, master budget and long range
planning method were the bane of strategy formulation. The emphasis on master budget formulation
changed in the 1970s and shifted to predictive models, which focused on analyzing and reconstructing
strategies to predict the future. The economic depression of the 1980s forced in a paradigm shift from the
predictive model, which was in place in the 1970s and ushered in the learning strategy formulation.
During that great depression, it was only the Japanese and the German industries that were doing well
and other industries all over the world began to reference them and to adapt to the same industrial
strategy. The great depression forced all other industries to have a rethink concerning their approach to
strategy formulation and they began to learn best practices in the form of benchmarking methodologies.
The learning model according to Rajagopalan and Spreitzer (1996) played a key role in the strategic
management change process in the study of management. The learning model therefore afforded
strategic management experts the opportunity to learn from their experience and to adopt the best
strategies. In the 1990s, there was severe competition among industries as the economy was waking up
from the recession. This stiff competition compelled strategic management thinkers to rethink the process
of their strategy formulation, and this gave birth to the transformational stage beginning from 2000 to
date. From the above trace of the strategic reformulation process, it is evident that the strategy
formulation process is a cyclical movement and therefore is an on-going process. Thus, strategic
management experts continue to reinvent and forecast the future (Rajagopalan and Spreitzer, 1996). The
different strategy formulation processes reflect different focus and as well try to capture or suit different
circumstances in line with the available competencies and resources of the organization at a given time.
According to Mintzberg and Waters (1985:285) one of the great challenges that corporate strategists
face is to know the organizations capabilities well enough to think deeply enough about its strategic
direction. The implication of this statement is that for a suitable strategy formulation to emerge, the
strategic management experts should not only consider the external environmental issues, but should first
take into cognizance the internal capabilities of the company.
Ideally, of all the internal competencies available to an organization to confront competition, strategic
knowledge management has been implicated to be the core competence that should drive up the strategy
formulation. This is the main understanding in the assertion of Robert (1998) that The companies that
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will prosper and outpace their competition during the next two decades will be those that will be able to
out-think their competitors strategically, not out-muscle them operationally. Having examined previous
strategic formulations, it is evident that strategic knowledge management is the chief internal
competencies that aid formidable strategic management formulation. It then follows that the way out to
developing a holistic strategic model that incorporates strategic knowledge management depends on the
quality of knowledge competencies of the company. This implies that premium should be placed on
attracting and retaining experienced capable knowledge experts. It further would involve having an
established position of Chief Knowledge-Management Officer (CKMO) in a manner similar to established
positions of Chief Executive Officer (CEO) or Director of Finance (DOF) like a University Bursar in-charge
of finance an organization. Laying emphasis on knowledge as core value necessary for the effective
strategic formulation is justified in that it affords an organization the chance to understand the competitive
nature of her business environment and its attendant opportunities, threats. Again, having adequate
knowledge of the internal capabilities of the organization is a source of strength and weakness. This
demands performing a SWOT analysis. The SWOT analysis helps the organization to exploit the
available opportunities and reduce the effect of unavoidable threats. One striking discovery in all of the
perspectives to strategy formulation reviewed shows that none of them actually contextualized strategic
knowledge management within any known strategic management model. This foreground the need to
formulate an integrated strategic management model, capable of incorporating knowledge management
with adaptive, learning perspectives as well as in a transformational perspective as reviewed above.
7.1. Interpretation of the ISM Model
The Integrated Strategic Management (ISM) model suggests that the strategic management (SM) and
strategic knowledge management (SKM) are mutually dependent as both drive each other through the
actual interactive involvement of the entire human capital and in particular, the Chief Knowledge
Management Officer (CKMO). The human capital and the CKMO in line with the organizational
goals/vision, carry out SWOT analysis of the strengths/weaknesses of the internal environment as well as
the opportunities/threats of the external environment to predict the future of the organization. Based on
prediction done about the business future, innovations and re-inventions of business strategy are
formulated to bring about sustainable competitive advantage, which could be inimitable (Barney, 1991) to
assure strategic effective organizational performance (SEOP).
The suggested integrated strategic management (ISM) model correlates with Tiwanas (2000) earlier
opinions regarding the interplay between strategic management and strategic knowledge management.
Tiwana (2000:158) offered an icebreaker that justifies the correlation and the essentiality of knowledge
management to strategic knowledge development thus: Its your companys business strategy that drives
its knowledge management strategy, and not the other way around and later on interlocked the two as
being mutually interdependent. According to Tiwana (2000:188), Knowledge management and business
strategy must drive each other. This is possible only if the two are in perfect alignment. Having
discovered the indispensability of strategic knowledge management in the strategic management
formulation process, it will suffice to highlight the basic process for instituting the strategic management
process.
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8. BASIC REQUIREMENTS FOR INSTITUTING THE STRATEGIC MANAGEMENT PROCESS

The basic requirement for instituting the strategic management process begins with setting out the
strategic objectives, establishing strategic initiatives and then commencing with the actual strategy
institutionalization.
FIGURE 2: THE INTEGRATED STRATEGIC MANAGEMENT (ISM) MODEL
STRATEGIC MANAGEMENT
CHIEF KNOWLEDGE
MANAGEMENT
OFFICER (CKMO)
INTERNAL
ENVIRONMENT
STRENGTHS/WEAKNESSE
S
STRATEGIC
KNOWLEDGE
MANAGEMENT
HUMAN CAPITAL
ORGANISATIONAL
GOALS/VISION
EXTERNAL ENVIRONMENT
OPPORTUNITIES/THREATS
SWOT ANALYSIS
PREDICTING THE
FUTURE
INNOVATIONS & REINVENTING BUSINESS

STRATEGY
SUSTAINABLE
COMPETITIVE
ADVANTAGE
STRATEGIC EFFECTIVE
ORGANISATIONAL PERFORMANCE
Source: Author, 2013
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8.1. Setting the Strategic Objectives

Setting the strategic objective refers to setting out the strategic direction. Pearce and Robinson (2000:64),
maintain that the first step in setting a strategic direction for any business should be putting together the
organizational goals for achieving the future. This is an organizational wide interactive process. It is
required that all the organizational goals should be marshalled in such a way to reflect the knowledge of
all the internal and external forces that impacts on the organization. After doing this, it is important to
realize that primary goals should be merged with the main business line of the organization, and that the
enabling goals should be derived from the main business goals. The strategic objective should be
entrenched in the vision or mission statement. This vision or mission statement should in essence be a
mental idea based on a knowledgeable way of thinking out how the company possibly will change the
future. At this point, the vision statement that determines how to use the necessary primary resources can
be drafted. This implies that the Chief Knowledge-Management Officer should play a leading role by
understanding all the facets of the business strategy and ensuring that the mission or vision statements
flow functionally and that the human resource element of the organization has the required capabilities.
8.2. Setting up Strategic Initiatives
Establishing strategic initiatives requires the strategic management officer to have a clear mind map that
juxtaposes the assessment of the current internal and external environments with the desirable future
position. The purpose is to enable the strategic the manager to identify a range of possible attractive
interactive opportunities. These opportunities are possible avenues to create the desired future. The
strategic initiative should be screened through the set objectives and standards of the organizations
future mission/vision. Pearce and Robinson (2000:213) argue that the set objectives should suit the
organizations non-negotiable policies, conform to the knowledge policy and knowledge strategy,
organizational ethics, norms and values, to generate a set of possible and desirable opportunities. Pearce
and Robinson (2000) argue that the screening process should result in the selection of options from
which future strategic choices should be made. They opine that this should provide a platform for the
combination of both long-term objectives, generic and grand strategies that optimally position the
organization in its external environment to achieve its future strategic goals.
8.3. Institutionalization of the Strategic Management Process
The strategic management institutionalization process works out properly in ambidextrous organizations
in which the organizational structures support flexibility and formalization principles to seek change and
implement changes as may be necessary. This is because strategy formulation only succeeds in flexible
and adaptive structures but strategy implementation or institutionalization requires rigidity. Thus, despite
the importance of strategy formulation, it is equally vital that the implementation should be effectively
done. This portends control. According to (Drury 2008:339), Control is the process of ensuring that a
firms activities conform to its plan and that its plans are achieved. This is also contingent on having
regular feedback and feed-forward processes that are equally functional. This requires having in place,
effective feedback and feed-forward systems. Feedback is a key to effective control, which shows
whether business activities are moving on as planned, and takes corrective actions if differences occur.
Feed-forward on the other hand adopts an accurate predictive model to ensure that business plans are
improved. This is to say that feedback control measure is backward looking while feed-forward control
function is forward looking, that is, forecasting in nature. Both the feedback and the feed-forward
strategies are essential elements of the successful building scenarios that help to predict the future.
Building scenarios are desired future states or conditions in which a strategic driven organization wishes
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to be. Predicting the future is the major tenet of the effective strategic management. Strategic
Management achieves this function through effective knowledge management system.
Setting strategic objective and strategic initiatives are the basis for institutionalizing strategic management
process. All the steps preceding and consummating the strategic management institutionalization
process recognizes the need to use and depend on people, which the implementation of knowledge
management processes also advocates. The strategic management institutionalization process shares
similarity with strategic knowledge management also in the aspect of seeing the need to embrace the
intuitive initiative with the aim to cause innovation. In succinct terms, the strategic management
institutionalization process is similar to the process of establishing the strategic knowledge management
process in the following ways:
1).
It welcomes the understanding and acceptance of the value of information and knowledge as a
strategic vehicle to gaining competitive advantage.
2).
It succeeds in an organization that has a management team that is devoted to the

implementation of knowledge management.
3).
the strategy institutionalization process needs management team experts that are capable and
willing to adapt to change.
4).
Instituting strategic management also requires the management team and the organization
must support a driving passion to become better or the best (industry leader) by gaining
competitive advantage over other companies.
5).
There must be the willingness to engage the organizations employees as team players in the
process of instituting strategic management just as the institutionalization strategic knowledge
management requires.
6).
It also upholds the belief that the organizational employees possess creativity and
potentials that needs to been fully exploited.
7).
The strategic management institutionalization process also embraces an open regime with
regard to sharing interaction and knowledge, which also applies to strategic knowledge
management implementation process.
The essence of this comparative analysis between the strategic management and the strategic
knowledge management institutionalization processes is to establish a common ground that both are of
intertwined importance in gaining organizational competitive advantage. A corollary viewpoint from this
finding is that both are mutually dependent and are therefore essential inputs required to build the
integrative strategic management model adduced and advocated by this paper.
9. SUMMARY AND CONCLUSION
This paper has approached the study of strategic management from the economic goals direction. It has
looked at ways through which modern organizations can strategically respond to the ever-increasing rate
of competition by artfully adopting a responsive organizational behavior that assures sustainable business
growth and profitability. It has argued that continuity in the changing economic environment could be
gained through competitive advantage driven by effective knowledge management while lowering costs.
This paper has emphasized that the strategic management shared close links with strategic knowledge
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management and that modern organizational manager could respond to business challenges by adopting
both strategic management and strategic knowledge management practices. In this study, strategic
knowledge management has been viewed as a veritable part of organizational resources. The reason
was that from the economic approach point of view to the study of strategic management, strategic
management experts of modern business organizations could assure organizational survival through
gaining competitive advantage. This has been identified to be achievable by strategically aligning the
vision, goal and mission statements by adopting efficient strategic knowledge management. The
implication was that the knowledge management goals and strategies of the knowledge management
workers should reflect and align with the goals and mission statement of the organization concerned.
This paper has argued that strategic management should incorporate both organizational goals and
knowledge management strategy for achieving sustainable organizational success as suggested by
strategic management scholarly literature.
It has argued that the viscosity between strategic
management and strategic knowledge management is very high as both are glued together and
inseparable in formulating an all-encompassing strategic model that assures business sustainable
competitive advantage. This article suggested through extant literature, that gaining a comparative
advantage is the hallmark of the emerging concept of sustainability under a competitive business
environment. It has identified sustainability as a strategic management effort directed towards lowering
the cost of production while adopting best practices to generate enough profit that provides for the
society, environment and people through gainful strategic comparative advantage. This paper has
identified that the problem barring many business organizations from achieving sustainable competitive
advantage and by extension effective performance is failure to recognize with clarity, the missing link
between knowledge management and business strategy. This article has established the need for the
application of strategic management and the formulation of a knowledge management strategy to achieve
sustainable competitive advantage. In summary, this paper has suggested an integrated strategic
management (ISM) model that incorporates strategic management with strategic knowledge management
in the light of organizational goals/visions, SWOT analysis and relevant baseline human capital theories.
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AUTHOR PROFILES
Kenneth C. Nwokocha is a doctoral student in the department of Management, Abia State University.
He holds B. Sc (Accountancy), MSc (Management, ABSU) and MSc Accounting/Finance, University of
Greenwich, London. His research interests straddle in both the accountancy and management fields. He
has forthcoming publications in the areas of human resource management, organizational behavior,
corporate governance, auditing and management accounting.
Dr. Ann N. Noah is (Ph.D.) is an associate Professor of Management, Faculty of Business
Administration, Abia State University, Uturu, Nigeria. She was the Head, Department of Management for
four consecutive years, former Dean of the Faculty of Business Administration for more than two
academic sessions. Dr Noah is currently the Director of Academic Planning Unit of the Abia State
University, Uturu. Dr Noah has substantive research in diverse fields of management such as
Organizational Behavior, Industrial Psychology, Management Theory and Organizational Dynamics and
numerous publications to her credit.
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SELECTED ABSTRACTS
THE EXISTENCE OF HERD BEHAVIOR DURING MERGERS AND ACQUISITIONS
FROM 2003 TO 2007
Glendon Williams, Keiser University, Fort Lauderdale, Florida, USA
Matthias Eggertsson, Keiser University, Fort Lauderdale, Florida, USA
Jeff Ritter, Keiser University, Fort Lauderdale, Florida, USA
Boris Djokic, Keiser University, Fort Lauderdale, Florida, USA
ABSTRACT
The purpose of this study is to examine whether (a) the market exhibits asymmetrically distributed
information in the form of herd behavior of professional investors simultaneous with merger
announcement signals. Our research will prove the existence of Herd Behavior during Mergers and
Acquisitions from the period beginning 2003 2007. The problem addressed in this study is the
identification of herding mentality by using secondary data for this study; and the sample includes daily
stock price returns and volume data for 5 years (2003 to 2007) for securities traded within the S&P 500
Stock Index. The companies selected for study are those that engaged in mergers and acquisitions from
2003 to 2007, and were listed in the S&P 500 Index. The event study approach research design will be
used along with the paired sample statistics method of aggregating returns to conduct this analysis. The
analysis will be carried out using the average volume in a normal day as a benchmark. Averaged volume
and stock price will be calculated from (t minus 252 to t minus 15 trading days) prior to the announcement
date. We will calculate an average abnormal volume and stock prices for each trading day using a sample
standard deviation for each trading day (i.e. t-15, t-14, 0, t+14, t+15).The insight provided by this study
can aid finance practitioners to improve corporate responsibility, broaden insight on transparency and
disclosure of companies books, enforcement of Security and Exchange rules and regulations, and create
shareholder activism through minority shareholder and watchdog groups. The implication for this study is
that violators of herding should face prosecution from the Security and Exchange Commission, because
herding undermines investors confidence in the fairness and integrity of securities markets.
Keywords: Financial Markets; Mergers and Acquisitions; Herd Behavior; Transparency and Disclosure of
Companies; Security and Exchange Rules and Regulations
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REDUCING EARLY ABANDONMENT OF TECHNOLOGY IMPLEMENTATION:

DOES RESULTS DEMONSTRABILITY OVERSHADOW THE TIME BUDGET
BARRIER TO IMPLEMENTATION?
Tina Loraas, Auburn University, Auburn, Alabama, USA
ABSTRACT
Auditors have the opportunity to implement new technologies to increase both effectiveness and
efficiency on audit engagements. We investigate how results demonstrability, or how tangible the results
are to the auditor, and whether the firm provides for time budget allowances promote auditors to continue
with implementation efforts until project fruition. We predict and find that results demonstrability is key to
an auditor sticking with an implementation effort in the face of adversity. Interestingly, we find that
providing budget over run allowances for technology implementation efforts only promotes continuation
efforts when results demonstrability is lacking.
Keywords: Technology acceptance, results demonstrability, technology diffusion, experimental

economics
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EXPLORING THE MEDIATING ROLE OF EXPORTERS MARKET ORIENTATION

ON DISTRIBUTORS OPPORTUNISM AND LIKELIHOOD OF RELATIONSHIP
FAILURE
Ayse N. Balas, Longwood University, Farmville, Virginia, USA
ABSTRACT
Opportunism is a threat to the stability of relationships between exporting firms and their overseas
distributors. Most empirical work on opportunism in interfirm relationships has centered on drivers of
opportunism but neglected the role of export market orientation mediating its negative impact. A model is
developed drawing from the resource dependence, transaction cost economics, relational contracting
theory and market orientation literature. A conceptual model is developed drawing upon resource
dependence, transaction cost economics, relational contracting theory and market orientation literature.
Preliminary empirical testing on a sample of 105 U.S. exporting indicate that market turbulence is a
predictor of distributors opportunism; distributors opportunism increases exporters market orientation;
exporters market orientation influences its satisfaction with export venture performance; and satisfaction
with export venture performance impacts exporters likelihood of switching its distributor.
AUTHOR PROFILE
Ayse N. Balas is affiliated with Longwood University, Farmville, Virginia, USA
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MANAGING THREATS OF VIOLENCE: CONSIDERING THE EDUCATIONAL

WORKPLACE
David F. Bush, Villanova University, Villanova, Pennsylvania, USA
Megan Bosler, Villanova University, Villanova, Pennsylvania, USA
Noelle Withelder, Villanova University, Villanova, Pennsylvania, USA
Brittany Miske, Villanova University, Villanova, Pennsylvania, USA
Cheryl Wert, Villanova University, Villanova, Pennsylvania, USA
ABSTRACT
Violence in the workplace includes events that lead to death as well as those that lead to injury. While
the majority of such violent acts do not lead to death, those that do attract press coverage and arouse
passion for prevention. Those who study workplace violence distinguish between the agents who
perform violent acts and those who are the targets of violent acts. When targets are examined there are
two main types: those that belong to the organization and those that do not. In the case of the
educational workplace, the administrators, the instructional employees and the students are authorized to
enter and therefore belong to the organization. Other individuals may enter but may not belong to the
organization. Either group can be targets of violence. There are violent actions that fall into similar
groupings, with organization members attracting fellow members or non-members.
In this study, the authors compare from groups:
1. Members of the organization attack other members
2. Non-members of the organization attack other members
3. Members of the organization attack non-members
4. Non-members of the organization attack non-members
The data employed in the investigation will be from archival data from U.S. agencies and the research
teams database for a period of 12 months starting with the December 2012 shooting at Sandy Hook.
Are external agents more or less dangerous than internal agents? Are internal targets less vulnerable
than external targets? Finally, does the locus of the agent of violence tend to produce different results
depending on the nature of the target?
While violence in the educational workplace attracts attention from the press and politicians, it represents
one of the smallest categories according to the U.S. Bureau of Labor Statistics on Workplace Homicides
from Shootings. The analysis by industry indicated that 3% were attributable to manufacturing and 4% to
educational and health services.
If we start with the tragic events at Sandy Hook last year, we find a year that had numerous examples of
workplace violence. Using the classification system outlined above, there are many examples where an
intruder perpetrated violence on a target audience. Type 1 and Type 2 violence has occurred frequently
and with deadly results. Sandy Hook, with 28 deaths, is one of the major examples of a Type 1 event.
By September 11, 2013, 13 people had perished at the hand of Aaron Alexis in the Washington Navy
Yard in a Type 2 event. Alexis, an apparently mentally ill naval reservist, was able to enter the facility
because he was in possession of fraudulent credentials. Most mass shootings in 2013 yielded a smaller
average body count, with the average of the next 12 events being a mean of five, mercifully fewer than
the combined mean of Sandy Hook and the Navy Yard being 20.1.
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One of the research questions concerns the relative threat posed by internal and external agents.
Examples of external agents are the gunmen in either the Sandy Hook case or in the Aurora, Colorado
movie theater episode. Both shooters were external agents who were intruders. An example of an
internal agent is a co-worker, who shoots fellow employees at the workplace. In these examples, the
actor and the target are both internal. Another case of this type is evidenced in the Virginia Tech killings,
where a disturbed student killed a number of fellow students.
In the year from December 14, 2012 to December 14, 2013, there were 80 mass shootings in the United
States. The distribution of internal versus external is as follows:
1. Type 1 internal agent and internal target (19)
2. Type 2 external agent against an internal target (49)
3. Type 3 internal agent against external target (0)
4. Type 4 external agent against external target (12)
These data indicate that the most likely event is a Type 2 event with an intruder attacking an internal
target, representing a relative frequency of 48/80 or about 61/100 mass shootings. If we combine Types
1 and 2, the relative frequency is 68/80 which equals 85 percent. An internal target is the most common
type of violent mass shooting.
In the period investigated, the two events with the largest body counts, Sandy Hook and the Washington
Navy Yard (total of 41), demonstrated that mass shooters tend to be intruders attacking individuals who
are internal targets.
The discussion will explore the patterns of these data in terms of number killed in each category as well
as the number of events in each category.
The analysis in the present paper will be compared with earlier work in the chapter Workplace Violence:
Comparative Use of Prevention Practices and Policies in Violence on the Job.
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THE IMPLICATION OF TEAM COMPOSITION ON TEAM EFFECTIVENESS

Baichun Feng, Webster University, Webster Groves, Missouri, USA
ABSTRACT
Modern organizations require increasingly high levels of interaction among employees from different
cultures with diverse backgrounds. This increase in diversity has been expected to generate important
benefits for organizations (Jackson, May & Whitney, 1995). For example, team members from different
cultures add variety of experiences to their teams. Those different backgrounds represent broader
cognitive resources and a wider range of interpretations and perspectives, which forms the basis for a
team to solve problems and make decisions (Adler, 1997; Boyacigiller & Adler, 1991; Cox, 1991; Cox &
Blake, 1991; Watson, Kumar & Michaelsen, 1993). On the other hand, working in multicultural teams can
be challenging (Von Glinow, Shapiro, & Brett, 2004). Although more perspectives may be beneficial, the
diverse cultural backgrounds of team members often make it difficult for members to communicate and
coordinate (Palich & Gomez-Mejia, 1999; Shenkar & Zeira, 1992). Thus, heterogeneous teams have also
been found to be less socially integrated and to experience more conflicts, less satisfaction and higher
turnover than homogenous ones (Bochner & Hesketh, 1994; Li & Hambrick, 2005; Pelled, Eisenhardt &
Xin, 1999; Tsui, Egan, & OReilly, 1992; Wagner, Pfeffer & OReilly, 1984).
How can researchers reconcile the contradictory findings of extant research about the effect of diversity in
multicultural teams (MCTs) (for reviews, see Jackson, Joshi & Erhardt, 2003; Milliken & Martins 1996; van
Knippenberg & Schippers, 2007; Williams & OReilly 1998)? Also, based on the diversity structure of
workforce, how to build effective teams that can lead to high job performance? This is the main research
question for this study. Specifically, I build on team diversity and also team faultline literature and develop
an optimization model for effective team formation.
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DISCOVERING THE INTERNAL ORGANIZATIONAL FACTORS THAT CONTRIBUTE

TO THE DECISION TO SELL ONLINE IN UNCHALLENGING ENVIRONMENT FOR
E-COMMERCE
Abdullah Basiouni, Yanbu Industrial College, Yanbu Industrial City, Saudi Arabia
Walid Bahamdan, King Fahd University of Petroleum & Minerals, Dhahran, Saudi Arabia
Ahmed Alojairi, King Fahd University of Petroleum & Minerals, Dhahran, Saudi Arabia
ABSTRACT
While e-commerce promises increase in sales, many firms are still reluctant to sell online. In Canada,
online selling average adoption rate is about ten percent and still far below the average adoption rates of
Internet, email, and online buying use. In sectors characterized as unchallenging for e-business (i.e.,
above-average rates of adoption), many firms are still not adopting online selling. While the literature
investigated many external factors, this paper concerned on assessing the internal organizational factors
that may help decisions related to sell online.
Keywords: E-Commerce, Online Selling, Net-Enablement, Unchallenging Environment
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DEDICATED COMPETENT PROJECT TEAM: A REQUISITE FOR SUCCESSFUL

IMPLEMENTATION OF DEVELOPMENT PROJECTS IN DEVELOPING COUNTRIES
Lawrence G. Boakye, The University of Sydney, Sydney, Australia
ABSTRACT
International Development (ID) projects are beset with several problems during their implementation. This
has led to continual disappointing results for both stakeholders and beneficiaries in spite of project
management literature being flooded with numerous success factors of projects. The issue of staffing has
remained a major concern in successful ID project delivery which needs attention. The author, with a
personal experience on an ID project at the back of his mind, attempts to shed light on why a dedicated
competent project team is a requisite for the successful implementation of such projects.
AUTHOR PROFILE
Lawrence G. Boakye is affiliated with University of Sydney, Sydney, Australia
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DOES INFORMATION ABOUT AUDITOR SWITCHES AFFECT INVESTING

DECISIONS?
Arnold Schneider, Georgia Institute of Technology, Atlanta, Georgia, USA
ABSTRACT
This study examines the impact of auditor dismissals and resignations on investing decisions. The study also
aims to ascertain whether these decisions differ due to a reason given for the dismissal or resignation.
Participants were given a scenario involving an investing decision and were first asked to assess the level of risk
associated with investing in the company. Next, they were asked to allocate $10,000 between investing in the
company versus a money market account. Five different questionnaires were created by varying information
about an auditor switch and the reason for the switch. Results indicated that auditor switches produce higher
investment risk assessments than no auditor switches. However, the amount invested did not significantly differ
due to auditor switching. Furthermore, the effects of resignations were not significantly different from the effects of
dismissals. Also, disclosure of a disagreement as a reason for an auditor switch had no impact.
Keywords: Audtitor switches, auditor changes, resignations, dismissals, investing
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STRATEGIC DESIGN APPLIED TO THE GIRL SCOUTS OF THE UNITED STATES

OF AMERICA
Catherine L. Wiberg, Influential Writing, Clinton, Utah, USA
ABSTRACT
This paper utilizes Jamiesons (2010) Strategic Organization Alignment model to analyze the Girl Scouts
of the United States of America (GSUSA). All segments of the model are discussed: (a) environment, (b)
mission, (c) strategy, (d) leadership, (e) structure, (f) culture, (g) systems, (h) vision, (i) behavior. The
alignment of the organization segments are considered in depth in relation to the GSUSA at the national,
council, service unit, and troop levels.
In addition to utilizing the Jamieson model, the organizational analysis includes application of Deshpand
et al.s culture type model (Saxby et al., 2002). This model allows the researcher to explain how the
GSUSA corporate culture differs from geographically localized and separated subcultures.
This paper also considers the current organizational structure, both paid staff and volunteer structures, of
the GSUSA from the top corporate level to the individual troop levels. In this organizational structure
analysis, the researcher recommends a restructure in order to tighten the communication between the
levels and to influence the subcultures toward alignment with the corporate culture of teamwork and
empowering girls to become strong, confident, contributing women.
Keywords: Jamieson, Desphand, Strategic Organization Alignment, organization design, strategic
design, Girl Scouts of America, Girl Scouts of Utah, GSUSA, GSU, non-profit, culture, strategy,
leadership, systems, vision, mission, behavior, culture type, organizational alignment
REFERENCES
Jamieson, D. W. & Regan, A.-M. C. 2010. Using Strategic Alignment to Change Complex Organizations.
Chesapeake Bay Organization Development Network (CBODN) 2010 Annual Conference: Leading
Transformation in Complex Times. Washington, DC: CBODN.
Saxby, C. L., Parker, K. R., Nitse, P. S. & Dishman, P. L. 2002. Environmental scanning and
organizational culture. Marketing Intelligence & Planning, 20, 28-34.
AUTHOR PROFILE
Catherine Wiberg (MBA, Colorado Technical University) is a Doctorate of Management student with
emphasis in Organizational Behavior and Change at Colorado Technical University. She is writing her
dissertation on the United States Army Reserves and United States National Guard Family Readiness
Groups management factors. She also is president and primary editor for Helping Authors Improve
Writing. She edits doctoral dissertations, academic and practitioner journal articles, and books. She is a
peer reviewer for the Organization Development Journal and a peer reviewer for the 2014 Academy of
Management annual meeting. She also is the primary author for Influential Writing.
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THE RELATIONSHIP BETWEEN FIRM INNOVATIVENESS, EXTERNAL

ENVIRONMENTAL FORCES AND NEW-TO-THE-WORLD TECHNOLOGIES
Kai-Ingo Voigt, University of Erlangen-Nrnberg, Erlangen, Germany
Johannes Ixmeier, University of Erlangen-Nrnberg, Erlangen, Germany
Christian Baccarell, University of Erlangen-Nrnberg, Erlangen, Germany
ABSTRACT
True economic success roots in the application and utilization of new technologies. In order to stay
competitive, companies are forced to develop entirely new products and technologies. However,
companies often face a high environmental uncertainty in markets with a high pace of technological
change and a high degree of competitive intensity. In these turbulent external environments, companies
are forced to innovative and to develop totally new technologies. At the same time, external uncertainty
and turbulence poses a substantial risk on companies to fail with these totally new and unknown
technologies. Hence, companies have to effectively develop new technologies in order to stay
competitive. Here, the innovativeness of a firm is particularly important to face environmental uncertainty
and to facilitate long-term success and survival. Our study focuses on the relationship between firm
innovativeness and the quality and quantity of so called new-to-the-world technologies, which are new to
the company and new to the market, under turbulent market conditions, namely competitive intensity and
technological turbulence. The main findings reveal that firm innovativeness and technological turbulence
have a significant positive effect on new-to-the-world technologies. In addition we show that technological
turbulence moderates the positive effects of firm innovativeness on new-to-the-world technologies.
Hence, our findings give interesting insights into technology management and are of use for both, theory
and practice.
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THE FOREIGN CORRUPT PRACTICES ACT: AN UPDATE ON THE CASE FOR

MULTILATERAL COOPERATION
Diane P. Caggiano, Fitchburg State University, Fitchburg, Massachusetts, USA
ABSTRACT
Originally enacted in 1977, the Foreign Corrupt Practices Act (FCPA) prohibits U.S. citizens, nationals,
residents or business entities organized under the laws of the United States from bribing foreign
government officials to obtain, retain or direct business. While virtually all countries formally prohibit
domestic bribery, only the FCPA imposes both civil and criminal penalties for bribery in international
commercial transactions. Beyond bribery, commercial transactions and activities such as joint-venture
arrangements with state owned companies, transactions involving relatives of key government officials,
hiring consultants or agents or even gift giving or entertainment may raise FCPA issues.
After presenting an overview of the basic provisions of the FCPA, relevant 1988 amendments and other
updates, this paper will consider some of the major issues raised by the Act. Finally, this analysis will
explore various multilateral initiatives targeting transnational bribery and corruption and conclude that the
overarching policy objectives of the FCPA, open and fair international business dealings, may be more
fairly and effectively advanced through multilateral efforts than by efforts aimed at merely encouraging
foreign governments to enact FCPA-type legislation.
AUTHOR PROFILE
Diane P. Caggiano is affiliated with Fitchburg State University, Fitchburg, Massachusetts, USA
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CROSS- CULTURAL DIFFERENCES ON MULTINATIONAL COMPANY'S

OPERATION-EXPLORING ASSERTIVENESS AND PERFORMANCE ORIENTATION:
A CASE STUDY ON ZTE CORPORATION IN ETHIOPIA
Rekik Demissie Asfaw, University of Rome Tor Vergata, Rome, Italy
ABSTRACT
The core aspire of this study paper is to examine the effect of cross-cultural dissimilarities on multinational
companys operation, a Case study on ZTE Corporation in Ethiopia, and to find out if performance
orientation and assertiveness are professed by the Chinese administrators of home subordinates as
significant cultural value measurements. The research method applied in this study is a qualitative
analysis founded on a semi-structured questionnaire and a case study. Both the questionnaire papers are
circulated through a meeting with the intention of clarifying the objectives of the study and the
expressions used. The analysis indicates that cultural dissimilarities are highly professed by Chinese
directors functioning in Ethiopia. Ethiopian culture appears to be categorized by a low degree of
assertiveness and also low degree of performance orientation, along with high insinuation for Chinese
bosses. This analysis implicate that while entering Ethiopia, the Chinese firm, ZTE Corporation needs be
alert to the cross-cultural diversities. Ethiopians low assertiveness and performance orientation
dishearten home employees to arrive at advanced values and to get better performance and they force
on Chinese directors ability to provide directives and to encourage home employees. The participation of
more local managers is critical in conquering these inconveniences.
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THE EU EFFECT: EUROPEANIZATION OF TURKEYS ENVIRONMENTAL POLICY

Vakur Sumer, University of North Carolina, Chapel Hill, North Carolina, USA
Selcuk University, Konya, Turkey
ABSTRACT
Turkey has been conducting negotiations for EU membership since 2005. Negotiations on the
Environmental chapter has started in late 2009. Since then, a number of significant steps aiming the
compliance of Turkeys environmental legislation with those of the EUs have been taken. However, given
the huge implementation gap already prevailing in Turkeys pre-European environmental legislation, it
remains to be seen whether European laws and regulations would be sufficiently implemented or would
just satisfy procedural requirements.
For genuine implementation European environmental policies and standards in Turkey, three
requirements could be listed at minimum: 1-continuous political will 2- sufficient funding 3- transformation
of bureaucracy. Turkey has flaws in all three. This paper evaluates the current status of Turkeys
environmental policy within the context of EU environmental negotiations. Despite a number of changes
in legislation, environmental policy of Turkey still remains far from being EU-compliant, particularly
considering the limited changes in concrete and measurable practices. Within this framework, the paper
argues that the transformation of environmental bureaucracy which is dispersed over a number of
ministries seems to be the most challenging barrier. This is mainly because of the fact that changes in
bureaucratic thinking and practices fundamentally entail structural changes, and alterations in mindsets
which appear to be complex, slow, and gradual at best. This is also related with the difficulty of creating
new institutional networks and transfer of some powers among institutions which are at times faced by
strong resistance within existing dominant institutions.
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SUBTLETIES OF GOTHICISM IN INDIAN TOLLYWOOD SUPERNATURAL FICTION

FILM: AN UNDERSTANDING OF THE MAAYAA BAZAAR AND RAATRI
Vamcydher Kilari, Jazan University, Jazan, Saudi Arabia
ABSTRACT
In the western literary tradition, over the ages Gothic has occupied a special place in the writers world. It
needs a special attention, imagination and audience. One major hindrance for this generic type is not
everybodys choice. If we see the literary development and history of the element over a period of time in
the mid-seventies and early eighteenth century, now and then some writers with lots of enthusiasm had
touched the nuances of romanticism in their writings. The very adventurous audiences in the modern
times have shifted their interest in watching rather than reading, where only the elite can be satisfied. The
selection of topic for this presentation was made for many reasons which will be discussed in detail with
examples. To mention the films Mayaa Bazaar, 27th March 1957 is a land mark in the history of Indian
Film making (IBNLive.in.com 12th May, 2013). Another film selected for study is Ramgopal Varmas
Raatri, (3rd February, 1992). To analyze the supernatural elements in both the films, some instances are
discussed in detail and the elements which made the spectators thrilled and shocking. To make it simple
in understanding Maaya Bazaar (film 1) and Raatri (film 2) the supernatural elements were dealt with
variation in the picturization for over 45 years of gap in the making of both the films. The director in the
film 2 gives the grotesque and supernatural framework with the theory of Dhwani Theory by Bharatha.
The empty bus passing by and the graveyard (cemetery) scenes and the door grating scenes clearly
show the impact and the effect of Sound as a Rasa proposed by Bharatha Muni. Film1 portrays the
characteristic of supernatural element when Sasi Rekha parinayam (marriage) scene with Lakshmana
kumara. Within the scene the unexpected exchange of the physical appearance of Ghatotkacha (DemiGod). This presentation attempts to understand the structure of supernatural element as viewed by the
Directors K.V.Reddy and Ramgopal Varma, great directors of the Indian Tollywood Film making.
AUTHOR PROFILE
Dr. Vamcydher Kilari (Assistant Professor of English Literature) worked for UNDP (United Nations
Development Program) and designed the course curriculum for Integrated Skills Development and
Business & Technical Writing. He taught courses in Learning Language through Literature and English for
Specific Purpose for six years at Hawassa University, Ethiopia. As part of co-curricular activities he
chaired Career Counseling Cell and associated with Training & Placement Cell, Vignan University, India.
Continued in the line of academics he designed & taught various literature courses viz The Short Story,
The Novel, Literary Criticism and Literary Readings etc., for 3 years at Benghazi University, Benghazi,
Libya. Presently, he is connected with Jazan University, Kingdom of Saudi Arabia and using blended
teaching for various courses like Computer Assisted Language Learning.
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PRISON CONDITIONS IN SOUTH AFRICAN FEMALE PRISONS

ABSTRACT
The task of this paper is to explain the conditions under which female inmates in South African prisons
are incarcerated. Some of the conditions that will be examined are the medical care (or lack thereof), the
hygiene and sanitation, the food, overcrowding, access to reading materials and education, prison work
and employment, contact with the outside world, beddings, torture, skills acquisition, clothing and physical
appearance of the inmates, as well as, the exercise and recreational facilities that are available to female
prisoners in South Africa.
The data for this study was gathered using in-depth interviews. The interviews were conducted with South
African female ex-prisoners so as to be able to obtain detailed knowledge of the conditions under which
they were imprisoned.
Findings from this study indicate that the prison conditions in some South African female prisons are
poor. It was discovered that the medical care received by female prisoners in South Africa is poor and
inadequate. As a result of this, a lot of inmates resort to self-medication using home-made remedies.
One of the reasons fingered for the poor quality of the medical care that is rendered to female prisoners is
insufficient medical personnel. This study also found that some South African female prisons are faced
with unsanitary conditions, such as, filthy toilets and bathrooms and the infestation of rodents and bugs
which feed on the body parts of some inmates while they sleep. Some of the other findings of this study
are: the quality of food that is fed to the female prisoners in South Africa is poor, sometimes to the point of
decay; female prisoners are subject to torture; female prisoners in South Africa are provided with little or
no reading materials, and recreational facilities are, more or less, absent in such institutions.
AUTHOR PROFILE
Caroline Agboola is affiliated with University of South Africa (UNISA), South Africa
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PROFILING ARUBAN CROSS-BORDER SHOPPERS: DEMOGRAPHICS AND

MOTIVATIONS FOR SHOPPING OFF-ISLAND
Deborah Brosdahl J.C., University of South Carolina, Columbia, South Carolina, USA
Rosalind C. University of South Carolina Upstate, Spartanburg, South Carolina, USA
William Bridges, Clemson University, Clemson, South Carolina, USA
Thais Nierop, University of Aruba, Oranjestad, Aruba
ABSTRACT
The very act of leaving the local shopping environment to travel to an outlying retail setting to make
purchases has long been recognized in marketing research as out-shopping. Yet a distinctive category of
out-shopping behavior has also been documented by researchersthat of shoppers traveling beyond
their home country borders to make purchases commonly referred to as cross-shopping (Dmitrovic &
Vida, 2007; Wang, 2004). Indeed, shopping tourism (tourism with the major purpose of travel geared
toward shopping experiences) has become a major trend in the global travel industry with countries vying
for international travelers to spend money within their borders to bolster local economies (Shankman,
2012).
Previous cross-border research has examined the shopping behavior of consumers from a number of
countries including: the U.S. and Mexico (Bojanic, 2011; Sullivan, Bonn, Bhardwaj, & Dupont, 2012); the
U.S. and Canada (Di Matteo, & Di Matteo,1996); Hong Kong and Shenzhen (Wang, 2004); China and
Italy (Pearce, Wu, De Carlo, & Rossi, 2013); Denmark and Germany (Bygvra, 1998); Denmark and
Sweden (Bygvra & Westlund, 2004); Sweden and Finland (Prokkola, 2007); Netherlands and Germany
(Van der Velde & Spierings, 2010); United Arab Emirates and Western European countries (Prayag &
Hosany, 2014); countries in South-East Europe (Dmitrovic & Vida, 2007); and the countries of the DutchGerman Rhine-Waal region (Spierings & Van der Velde, 2013).
Although 1.5 million tourists visit the small country of Aruba every year, to date no research has explored
the extent that Arubans travel off-island and their cross-border shopping behavior. Using Push-Pull
Theory as a guiding framework, the overall purpose of this study is to profile Aruban cross-border
shoppers, exploring the demographic variables and shopping motivations that pull shoppers to travel offisland, and to assess product, store, and shopping environment characteristics that push Aruban crossborder shoppers to their ultimate shopping destinations.
Aruban citizens identified as cross-border shoppers were assessed using a snowball sampling technique
resulting in 303 or approximately 3% of respondents out of 105,000 Aruban citizens. Using principal
component factor analysis, two tourist-shopper segments based on pull factors were identified and
labeled as 1) cultural-experiencers, and 2) product-oriented purchasers. The cultural-experiencers
appeared to be "pulled" off-island by cultural settings of shopping environments including unique
architecture and buildings, cultural events or festivities, lively environments, and in-store atmospherics.
The product-oriented segment was "pulled" off-island by a perception of better quality, variety, and
selection of products than those offered in Aruba.
The previously identified segments were then compared on four demographic characteristics including
age, gender, income, and education. Data analysis revealed that the two cross-border segments were
composed of two distinct groups. Segment One was composed of mostly males with an average age of
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44.5, having between 2-4 years of higher education and earning just over $100,000 (U.S.). Segment Two
was composed of mostly females, with an average age of 43.6 years, having some college but less than
a 2 year Associates Degree, and with a lower income (just over $50,000 (US) than Group One. Cross
analysis of the individual push items was also conducted to compare the two segments. Although the two
segments differed on multiple items, only three items were found to be significantly different with
shoppers in Group One indicating that they went shopping off-island to 1) pass time, 2) people watch, and
3) enjoy the vacation, to a greater extent than Segment Two respondents. Analysis of travel information
also indicated that the majority of the respondents flew to the United States with heavy travel to both
Miami and Orlando, FL for the majority of their out-shopping trips. Implications can be useful to touristoriented sites as well as tourism boards as well as other popular destination sites of Aruban off-island
shoppers to develop marketing strategies to attract and cater to these consumers more successfully.
REFERENCES
Bojanic, D. C. (2011). The impact of age and family life experiences on Mexican visitor shopping
expenditures. Tourism Management, 32, 406-414.
Bygvra, S. (1998). The road to the single European market as seen through the Danish retail trade:
Cross-border shopping between Denmark and Germany. The International Review
of
Retail,
Distribution and Consumer Research, 8(2), 147-164.
Bygvra, S., & Westlund, H. (2004). Shopping behavior in the resund region before and after
the
establishment of the fixed link between Denmark and Sweden. GeoJournal, 6(1), 41- 52.
Di Matteo, L. & Di Matteo, R. (1996). An analysis of Canadian cross-border travel. Annals of Tourism
Research, 23(1), 103-122.
Dmitrovic, T., & Vida I. (2007). An examination of cross-border shopping behavior in South-East
Europe. European journal of Marketing, 41(3/4), 382-395.
Pearce, P. L., Wu, M-Y., De Carlo, M., & Rossi A. (2013). Contemporary experiences of Chinese tourists
in Italy: An on-site analysis in Milan. Tourism Management
Perspectives. 7, 34-37.
Prayag, G., & Hosany, S. (2014). When Middle East meets West: Understanding the motives
and
perceptions of young tourists from United Arab Emirates. Tourism Management, 40, 35-45.
Prokkola, E. K. (2007). Cross-border regionalization and tourism development at the Swedish- Finnish
border: Destination Arctic Circle. Scandinavian Journal of Hospitality and
Tourism, 7(2), 120-138.
Shankman, S. (2012). Trend alert: Shopping tourism to drive growth as east invades west's shopping
malls. Retrieved at http://skift.com/2012/11/05/trend-alert-shopping-drivestourism-in-the-middle
east-europe-and-asia.
Spierings, B. & Van der Velde M. (2013). Cross-Border Differences and Unfamiliarity: Shopping mobility
in the Dutch-German Rhine-Waal Euroregion. European Planning Studies, 211, 5-23.
Sullivan, P., Bonn, M. A., Bhardwaj, V., & DuPont, A. (2012) Mexican national cross-border shopping :
Exploration of retail tourism. Journal of Retailing and Consumer Services, 19(6), 596-604.
Wang, D.
(2004). Hong Koners cross-border consumption and shopping patterns
and motivations. Journal of Retailing and Consumer Services, 11, 149-159.
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OPTIMAL CURRENCY BASKET FOR GLOBAL OIL TRADE

Yannick Mohring, The University of Findlay, Ohio, USA
ABSTRACT
The United States (U.S.) has for decades been the largest global oil consumer and consequently global
oil and distillate trade is principally conducted in U.S. dollars. Various countries have voiced concerns
regarding global pricing of oil in U.S. dollars. As other countries demand for oil and distillates rises while
U.S. global dependency wanes, market participants will increasingly call for changes to the market
structure and currencies used to facilitate trade. Looking forward at the group of countries that will
dominate oil trade over the next decades might yield substantial insight to the composition of an optimal
basket of currencies to best facilitate global oil trade. The purpose of the research is to identify an
optimal currency model to facilitate crude and distillate trading.
AUTHOR PROFILES
Dr. Gregory Arburn is an Assistant Professor at The University of Findlay, Findlay, Ohio, USA
Yannick Mohring is affiliated with The University of Findlay, Ohio, USA
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EMOTIONAL INTELLIGENCE AND ENTREPRENEURIAL SUCCESS

Brandon Soltwisch William, University of Northern Colorado, Greeley, Colorado, USA
ABSTRACT
The word entrepreneurship likely brings certain characteristics to mind. Entrepreneurs are often thought
of as risk takers, innovators, self-starters, and even job creators. Researchers have attempted to classify
specific personality types associated with successful entrepreneurs; however, they have often found
unsatisfactory and conflicting results. Research in organizational management has recently discovered
that the ability to manage emotions plays a critical role in success on the job in a variety of work settings.
Emotional intelligence is the ability to understand and manage ones own emotions and the emotions of
others in a way that is beneficial to the situation. Research on emotional intelligence may offer some
important insights to help us develop a better understanding of what makes certain entrepreneurs more
successful than others. This paper takes a first look at the role of emotional intelligence in
entrepreneurial success.
Mayer and Salovey (1997) identified a model of emotional intelligence that contains four components:
perceiving emotions, using emotions to facilitate thought, understanding emotional information in oneself
and others, and managing emotions. Emotions play an important role in building relationships and getting
people to commit to a cause. These are critical aspects to the success of any new venture. Each ability
in Mayer and Saloveys (1997) four part model will help entrepreneurs to successfully launching new
ventures.
The first component of the emotional intelligence model is the ability to accurately perceive ones own
emotions and the emotions of others. This ability involves the capacity to pick up on verbal and
nonverbal information, such as facial expressions and tone of voice, in order to accurately perceive what
others are experiencing emotionally. Forming partnerships, finding investors, and managing employees
are vitally important to the success of start-up companies. Managing these relationships effectively
involves picking up on verbal and nonverbal information in order to determine how other people are
feeling at any given time. The ability to accurately perceive emotional information will allow entrepreneurs
to interact with others in a way that helps motivate them to put forth their full effort behind the company.
This is especially important for managing new hires who may not see the vision of the company the same
way as the founders.
Mayor and Salovey (1997) identified the second component of emotional intelligence as using emotions
to facilitate thought. This ability allows individuals to process emotional information in a way that
develops a more accurate understanding of the situation. Emotions provide vital information for making
more accurate decisions (Bechara 2004). Entrepreneurs who can use emotional information to provoke
thought will be able to better weight alternatives and make informed decisions. Early decisions in the
entrepreneurial process often have a substantial impact on the growth trajectory of the new venture.
Entrepreneurs who are better at using emotions to facilitate thought will likely be able to make better
decisions and be more successful during the early stages of development.
Entrepreneurs are often described as being highly instinctual (Hannafey 2003). They are people who
tend to go with their gut instinct and have a caning ability to identify new opportunities. Emotions are
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processed faster than other contextual information, providing an initial understanding of our environment
before we cognitively process the situation. Picking up on the emotional reactions of potential investors
will help entrepreneurs avoid costly mistakes and obtain much needed capital. For example,
understanding how a potential investor is feeling during an investment pitch may help an entrepreneur to
anticipate potential questions that may follow. Emotional intelligence has been associated with better
negotiation outcomes (Der Foo, Alfenbein, and Hoon Tan 2004), allowing entrepreneurs to more
effectively navigate early round investment opportunities. Customer relationships and understanding
feedback are also critically important to entrepreneurial success. Therefore, the third component of the
emotional intelligence model involving the capacity to understand emotional information in oneself and
others may be essential to the successful launch of new ventures.
The last emotional intelligence competency involves being able to effectively manage emotions in a way
that is beneficial to the situation. The stages of firm development from idea generation to growth and
expansion can be characterized as an emotional rollercoaster. Setbacks may come in many shapes and
forms during the early phases of company development. The ability to persevere through these setbacks
will give the business idea a fighting chance at actually making it past the conception stage. When an
idea is conceptualized, inventors often feel a personal attachment to seeing it through, making any
setbacks a very emotional experience. They often put their own money on the line to raise the necessary
capital to get started. Being able to effectively manage emotions will help entrepreneurs to persevere
despite setbacks. Managing emotions during critical early negotiations will also help entrepreneurs to
grow their company without giving up too much control.
This study will investigate the important role that emotional skills play in early stage development. For the
aforementioned reasons, it is predicted that entrepreneurs who are higher in emotional intelligence will be
more successful in starting new ventures as they are more apt at managing relationships and developing
rapport with key employees, investors, and customers. They will be better at perceiving, understanding,
and managing emotional information throughout the various stages of the start-up process, leading to
higher rates of success.
The sample will consist of 120 entrepreneurs in the regional business community that have gone through
business incubation or small business development centers. They will be contacted through our
partnerships with the local business development center and university incubator. Emotional intelligence
will be measured using the Schutte, Malouff, and Haggerty (1998) 33 item inventory. This measure maps
onto the four component emotional intelligence model developed by Mayer and Salovey (1997) and is the
go to model for academic research. Entrepreneurial success will be measured using performance data
on profitability and survival rates obtained through small business development centers and other
databases. The correlation between emotional intelligence and entrepreneurial success will be measured
using linear regression. Each component of the emotional intelligence model will be correlated with the
entrepreneurial success factors individually to determine the unique impact of each competency. Then
the overall emotional intelligence score containing all four components will be correlated to determine
how emotional intelligence as an overall ability impacts entrepreneurial success.
Results of the study may have important implications for entrepreneurial research and practice. The
capacity to understand emotional information may help entrepreneurs navigate the highly uncertain startup process, providing another piece of the puzzle in understanding what makes certain entrepreneurs
more likely to succeed. Emotional intelligence can be improved through training and practice (Mayer &
Salovey 1997), making it a pliable tool for practitioners. Emotional intelligence training could be
incorporated into entrepreneurial education and training programs.
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EFFECTS OF ASYNCHRONOUS GRADUATE PROGRAM DELIVERY FORMAT

Patrick Bodle, The University of Findlay, Findlay, Ohio, USA
Amber Dingeldein, The University of Findlay, Findlay, Ohio, USA
Ben Eiserle, The University of Findlay, Findlay, Ohio, USA
Julie Gimperling, The University of Findlay, Findlay, Ohio, USA
Jonathan Myers, The University of Findlay, Findlay, Ohio, USA
Shannon Richards, The University of Findlay, Findlay, Ohio, USA
ABSTRACT
In todays fast-paced world, colleges and universities are seeking new and inventive ways to bring
graduate programs to students at a new level of ease and convenience. The University of Findlay recently
changed their online MBA program from a synchronous to an asynchronous graduate program delivery
format. This study examines factors affecting the MBA online students, identifying advantages,
disadvantages, and the student perceptions of the format change. The research includes developing,
designing, and deploying a survey to collect data on various relevant metrics including convenience, cost,
perceived value, and learning outcomes. Survey data will be sanitized, analyzed, and used to test our
hypothesis that students prefer the synchronous online delivery format. The results will be shared with the
university community and used as a basis for reinforcements of current changes, as well as,
recommendations for continued improvements in the Universitys online MBA program.
AUTHOR PROFILES
Dr. Gregory Arburn is an Assistant Professor at The University of Findlay, Findlay, Ohio, USA
Patrick Bodle is affiliated with The University of Findlay, Ohio, USA
Amber Dingeldein is affiliated with The University of Findlay, Findlay, Ohio, USA
Ben Eiserle is affiliated with The University of Findlay, Findlay, Ohio, USA
Julie Gimperling is affiliated with The University of Findlay, Findlay, Ohio, USA
Jonathan Myers is affiliated with The University of Findlay, Findlay, Ohio, USA
Shannon Richards is affiliated with The University of Findlay, Findlay, Ohio, USA
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LIVING WITH THE FORESTS: RURAL LIVELIHOODS AND FOREST MANAGEMENT

IN GHANA: THE CASE OF TONTRO IN THE EASTERN REGION
ABSTRACT
Environmental resources (forests) are important to millions of poor households in developing countries.
Forest management is an acceptable view globally especially in developing countries that depends on the
forests for their livelihoods. But just how can forest management be achieved whiles maintaining the
livelihoods of the rural people that depend on it? This project looks at why rural people utilize the forest,
the activities that are done in the forests and how rural livelihoods in Ghana can be achieved whiles
maintaining sustainable forest management practices. Qualitative research methods were used to
elucidate the human environments of the rural people, their individual experiences and social processes
in relation to the forests. Therefore using categories, themes, metaphors and narrative analysis, there
were three lines of reasoning when it came to the forest management from the view of the local people.
The rural people saw the way forward for forest management as the government putting alternative
livelihoods strategies in place. Also implementing agroforestry practices and giving payments to people
who undertake tree planting activities. The study also showed that for a better forest management to be
achieved, policies should include the roles and livelihoods of the local people who depend on it.
AUTHOR PROFILE
Herbert Tetteh is affiliated with University of Bergen, Bergen, Norway
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TRAINING GRADUATE STUDENTS TO DELIVER CULTURALLY SENSITIVE

FINANCIAL EDUCATION WORKSHOPS IN PRIMARILY LOW-INCOME
COMMUNITIES WITH LONGITUDINAL RESEARCH OBJECTIVES
Ruby Beale, Hampton University, Hampton, Virginia, USA
Ziette Hayes, Hampton University, Hampton, Virginia, USA
Leona Johnson, Hampton University, Hampton, Virginia, USA
Sylvia Rose, Hampton University, Hampton, Virginia, USA
Carlton West, Hampton University, Hampton, Virginia, USA
ABSTRACT
Existing literature acknowledges the lack of personal financial literacy and management in low-income
communities. While there are several populations that are easily classified as minority and low-income,
this research program addresses the perceived lack of personal financial management and the connected
ongoing research. The three primary areas of personal financial management concern are financial
literacy, financial decision making and retirement security.
The Minority Retirement & Security Program is a first time grant offering administered by the U.S.
Department of Education and funded by the Social Security Administration. Hampton University was one
of four universities awarded this opportunity. This program at Hampton University presents a new
direction to address the need for financial research and financial education in minority and low income
communities. The program develops graduate students to become researchers and community
facilitators in financial literacy education. While this is a new direction, the program is supported by
components of previous workshops that were delivered by Hampton University faculty and students, but
funded by National Endowment for Financial Education (NEFE). The previously funded NEFE program
was limited in that its primary focus was to deliver financial literacy workshops to low to moderate
members of the community. However, this project extends beyond simply delivering financial literacy; it
includes the requisite training needed to conduct significant scholarly research component that can yield
longitudinal results and adding to this critical need in the research on this relevant and growing sample. A
major goal of this program is to develop researchers who are able to understand the facilitation and
delivery process as well as to conduct quality research in the areas of Financial Literacy, Financial
Decision Making, and Retirement Security and facilitate financial education workshops on these topics.
The target audience for the community workshops will primarily include minorities in low to moderate
income level communities and often do not access financial management information. Developing
collaborations with community partners is a critical strategy which can be addressed. The community
workshops will inform primarily low income and minority members of the community about key concepts
related to financial literacy, financial decision-making, and retirement security. Additionally, the community
workshops will provide the graduate research fellows with empirical data for research that will be
disseminated at conferences and in published manuscripts.
Future research plans include potential modification of workshop curriculum and/or facilitation based on
feedback and research findings from workshop delivery, and input from the programs multidisciplinary
Advisory Board. Additionally, we anticipate this project will provide an opportunity to
Conduct a series of longitudinal studies over time
Hold/host a Financial Education Symposium
House archival data for future researchers external to HU to utilize over time
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EXCHANGE RATES AND THE MISMATCH OF

EXPORT AND IMPORT CURRENCIES FOR OIL-PRODUCING COUNTRIES
Cynthia Royal Tori, Valdosta State University, Valdosta, Georgia, USA
ABSTRACT
Two prominent locations to buy and sell oil are the New York Mercantile market (NYmex) which
determines oil prices in the Western Hemisphere and the International Petroleum exchange (IPE) in
London which determines the North Sea oil prices in the Eastern Hemisphere. The crude oil traded
at the NYmex is West Texas Intermediate crude oil (WTI) and crude oil traded at the IPE is Brent
crude oil. While the market price of WTI and Brent can be different in the two markets, both markets
denominate oil prices in U.S. dollars. For oil exporting countries in the Western Hemisphere that
primarily trade with the United States, the U.S. dollar is an adequate trading currency, as there is little
mismatch between export and import currencies. In the Eastern hemisphere, most oil producing
countries primarily sell their oil and natural gas in the markets of Europe, from which they draw most
of their imports. These oil producing countries receive U.S dollars for their oil exports but purchase
most of their imports using euros. When the U.S. dollar-euro exchange rate is stable, exchange rate
risk is minimal. But the recent depreciation of the U.S. dollar relative to the euro has created a
potential for mismatch between export and import currencies and hence a strong currency risk.
This paper investigates the influence oil prices have on real exchange rate movements for three oil
exporting countries, the United Kingdom, Norway and Russia, all located in the Eastern Hemisphere.
While previous research has found that oil price shocks impact the U.S. real exchange rate, research
has not demonstrated a link between oil prices and other currencies. This paper expands this area of
research by investigating the impact of oil shocks when a potential mismatch between export and
import currencies is present. This paper will determine if oil price shocks lead to permanent real
exchange rate movements, determine the duration of exchange rate adjustment, and assess whether
the impacts from the oil price shocks are significantly different for the oil exporting countries.
The regression equation used in this study is
RERit = 0 + i1Roilit + i2TW it + i3IntDiffit + it,
where RERt is the real bilateral exchange rate for each country; Roil t includes the real price of oil; TW it
is a trade weight to capture the potential mismatch of trade; IntDiff it captures relative monetary policy
differences, it is a random error. The data will include the U.S. dollar exchange rates, the euro
exchange rates, the Brent crude oil prices, export and imports data, and CPI data. Short-term and
long-term interest rate data will be used to calculate an interest rate differential and test for real
interest rate parity.
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HOW I THINK; THEREFORE, HOW I AM: AN EXPLORATION OF CREATIVITY IN

STRATEGY MAKING IN A DISRUPTIVE ENVIRONMENT
Jiyun Wu, Rhode Island College, Providence, Rhode Island, USA
ABSTRACT
The article explores implications of controlled processing and automatic processing relative to creativity in
strategy making in a discontinuous environment. It proposes that, in response to disruptive stimuli,
controlled processing facilitates strategic creativity and automatic processing lends itself to continued
tactical creativity in an organization; further, it proposes that automatic processing hinders strategic
creativity in such an environment. The article points to another way of viewing divergence in strategies
and heterogeneity in performance across firms in the same turbulent industry.
Management of change has been a cornerstone in strategic management literature (e.g., Hannan and
Freeman, 1977; Daft & Weick, 1984; Miller & Friesen, 1984; Tushman and Anderson, 1986; Mintzberg,
1987; Levinthal, 1992; Christensen and Rosenboom, 1995; Gilbert, 2006). Whereas stability enables an
organization to optimally exploit an established course of action, opportune strategic reorientation in
response to discontinuous changes in the environment is crucial to forestall missed opportunities, or even
demise, for an organization (Mintzberg, 1987). To understand and facilitate organizations in apt
adaptations, researchers have delved into organizational interpretation systems (Daft and Weick, 1984),
organizational learning (Fiol and Lyles, 1985; Argyris and Schon, 1978), managerial decision-making
(e.g., Glazer et al., 1992; Simon, 1947), and organizational inertia (Tushman and Romanelli, 1985;
Hinings and Greenwood, 1988; Miller and Friesen, 1980; Miller and Chen, 1994), with illuminating
findings. An examination into the vast strategy-making literature, however, reveals a noteworthy
unexplored area, which could inform strategy making and strategic change in a new light. The area
concerns organizational information processing of disruptive stimuli and its implications for creativity in
strategy making.
Though inherently a creative process, strategy-making, nonetheless, has rarely been explored as a
subject of creativity, even though abundant research has been devoted to the examination of employee
creativity within organizations (e.g., Amabile, 1996, 1983; Ford, 1996; Oldham & Cummings, 1996; Scott
& Bruce, 1994). This paper attempts to initiate the investigation of creativity in strategy-making in the
context of a discontinuous environment; in fact, dealing with this type of environment is crucial to the
success or even survival of an organization.
Specifically, two distinct types of creativity are identified: strategic creativity and tactical creativity.
Strategic creativity signifies the search for a novel definition of an existing problem, which could trigger
the identification of new business opportunities. It is often associated with a paradigmatic shift in
business. For instance, a re-definition of customer needs may open up new business opportunities
unimaginable before. Some grocery retailers, such as Trader Joes, have been prospering because they
have appropriately recognized the on-going green revolution and an expanding green market niche. As a
result, they are attracting green customers away from grocery stores that are slow to take action to meet
the relatively recent customer needs. Tactical creativity, on the other hand, involves the search for a
solution to an existing problem and is mostly concerned with opportunity exploitation in business. It
operates within the boundaries of an existing paradigm. Product or process enhancement, for instance,
belongs to this category, as does outsourcing of jobs that aims at cost reduction. In all, strategic creativity
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and tactical creativity constitute two distinct, but essential facets of creativity in strategy making. Serving
different functions, both of them play an important role in an organizations strategy formulation. The
distinction between the two types of creativity can sensitize executives to the type of decision they make
in a given situation and at the same time enable them to evaluate the appropriateness of their decision.
Creative strategy making is a cognitive process involving information processing. Executives, as
information-processors (March and Simon, 1958), formulate strategies based on their interpretation of the
external environment (Hambrick and Mason, 1984). Information often presents differential value to
information processors (Palich and Bagby, 1958) and consequently can trigger processing modes that
are poles apart. This largely explains the difference between routinized response and search in
organizations (March and Simon, 1958). Likewise, the different forms of creativity exhibited by similar
organizations facing a similar environment can be attributed to divergent modes of information
processing. It is along this line of thought that we trace creativity in strategy making to its cognitive
origins. Specifically, we propose a cognitive model of creativity in strategy-making in a discontinuous
environment that links two distinct cognitive processing modes controlled processing and automatic
processing - respectively to strategic and tactical creativity.
The examination of creativity in strategy-making opens up a meaningful domain for investigation and
provides a unique lens to view strategy divergence and heterogeneity in performance across firms in the
same industry. Further, examining the cognitive aspect of creativity also adds to the fledgling, albeit
daunting area of cognition in management research. Finally, creative strategy is especially critical in an
era when the business world is undergoing a transformation from an eco-destructive, neo-classical
capitalism to an eco-protective natural capitalism (Lovins et al., 1999). Thus, its practical implications are
noteworthy.
In the following part, we first situate the two types of creativity in general creativity literature. Next, we
explain the two cognitive processing modes and demonstrate their applications in strategy research.
Following that, we present the cognitive model of creativity in strategy-making by demonstrating the
relationships between the cognitive processing modes and the two types of creativity. Then, we
substantiate the model by illustrating how the two cognitive processing modes relate to different
dimensions of strategy-making. Finally, we discuss implications of the model for research and managerial
practice.
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THE BIGGEST OUTDOOR FREE MUSIC FESTIVAL AND LOCAL COMMUNITIES IN

JAPAN: A CASE STUDY OF UEDA JOINT FESTIVAL
Susumu Yamaguchi, Mejiro University, Tokyo, Japan
ABSTRACT
In this study, to consider the possibility and difficulty of music culture in local cities, this study examines
the rise and fall of UEDA JOINT, which is the biggest outdoor free music festival in Japan. Because local
residents and companies strongly support it and the huge music capital does not enter it, the dynamics of
the local community can be grasped. First, I review the trends of outdoor free music festivals in Japan.
Next, to clarify the rise and fall of UEDA JOINT, the relationship with the local community and organizer is
discussed. In particular, we present how the intention of the organizer agrees with the intention of the
local community. Finally, from the point of view of the institutionalization of UEDA JOINT and organizers
growing out of the music activities, this study suggest the knowledge about the possibility and difficulty of
music culture in local cities in Japan.
AUTHOR PROFILE
Dr. Susumu Yamaguchi is affiliated with Mejiro University, Tokyo, Japan
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LIVING WITH THE FORESTS: RURAL LIVELIHOODS AND FOREST MANAGEMENT

IN GHANA: THE CASE OF TONTRO IN THE EASTERN REGION
ABSTRACT
Environmental resources (forests) are important to millions of poor households in developing countries.
Forest management is an acceptable view globally especially in developing countries that depends on the
forests for their livelihoods. But just how can forest management be achieved whiles maintaining the
livelihoods of the rural people that depend on it? This project looks at why rural people utilise the forest,
the activities that are done in the forests and how rural livelihoods in Ghana can be achieved whiles
maintaining sustainable forest management practices. Qualitative research methods were used to
elucidate the human environments of the rural people, their individual experiences and social processes
in relation to the forests. Therefore using categories, themes, metaphors and narrative analysis, there
were three lines of reasoning when it came to the forest management from the view of the local people.
The rural people saw the way forward for forest management as the government putting alternative
livelihoods strategies in place. Also implementing agroforestry practices and giving payments to people
who undertake tree planting activities. The study also showed that for a better forest management to be
achieved, policies should include the roles and livelihoods of the local people who depend on it.
AUTHOR PROFILE
Herbert Tetteh is affiliated with University of Bergen, Bergen, Norway
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GENDER AND TYPE 1 CREDIT RATIONING OF SMALL BUSINESSES IN THE U.S

Naranchimeg Mijid, Central Connecticut State University, New Britain, Connecticut, USA
ABSTRACT
This paper explores Type 1 credit rationing by gender using the four Surveys of Small Business Finances.
Type 1 credit rationing occurs when a borrower receives a smaller loan amount than requested. We use a
unique measure of Type 1 credit rationing to examine whether there exists gender discrimination in the
small business lending. Our preliminary results show that women are not likely to be Type 1 rationed.
However, when we looked at newer firms, women-owned firms receive significantly lower loan amounts
than requested compared to men. We also find that less experienced women receive significantly lower
loan amounts in terms of percentage when compared to less experienced men.
AUTHOR PROFILE
Naranchimeg Mijid is affiliated with Central Connecticut State University, New Britain, Connecticut, USA
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THE SOCIAL DILEMMA OF BRIBERY IN EMERGING ECONOMY: A DYNAMIC

MODEL OF INSTITUTIONAL UNCERTAINTY, ETHICAL EMOTIONS, AND
SOCIAL VALUES
Yan Li, Beijing Institute of Technology, Beijing, P.R. China
ABSTRACT
Bribery dampens social justice with increased transactional cost and perceived unfairness in distributing
common resources, which has been recognized as a dingy and inevitable practice in emerging economy.
This study initiatively conceptualizes bribery decision from the perspective of social dilemma, acquiring
valuable assets by bribery for personal good vs maintaining a fair and open mechanism for the collective
common good. To better understand this social dilemma, institutional uncertainty was incorporated to
contextualize the decision situation. Combined both cognitive and emotional mechanisms, the proposed
model deliberates the psychological process of the social dilemma, particularly the contradiction between
social value and self-interests as well as their influences on ethical emotions, such as shame and fear. A
double loop model was further proposed to elucidate the societal dynamics of bribery decision, which
indicates a solution to reduce the likelihood of the social dilemma by governing the social consequences
of bribery, enhancing social value, decreasing the uncertainty level of institutions, and intensifying
emotional inhibition, where managing the levels of institutional uncertainty center the dynamics.
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AN INTRODUCTION OF A NEW TYPE OF INVESTMENT/BANK INDEX

Muhammad Ajmal, Abu Dhabi, UAE
PROLOGUE OF DEPOSIT/INVESTMENT INDICES WITH NEW APPROACH
There are two different but correlated part of my paper. One is introduction of deposit/investment index
with composition of important and necessary economic indicators. The most important aspect of the
proposed index is to mitigate inflation adequately. The proposed idea has following salient features:
a. Maintaining purchasing power of common depositors in real terms
b. Reduced role of funds managers
c. To reduce manipulation power of banks and financial institutions
d. Clarity and transparency in investment
e. High level of confidence by investors
f. Judgment parameters available to mundane customers
Above mentioned bullet points are crucial to banking and investment, I believe if these issues arrested
adequately in the greater benefits of ordinary people this would yield incredible results.
We need to formulate an independent index for investment and bank deposits. Basis of the proposed
index would cover all those indicators that effect economy directly. In this high tech era we can manage
live parameters of economy with extensive use of IT rather we set interest rates on past data or
expectations. I think time has reached at the point where more transparency is needed for the common
depositors and investors. Epic correlation between inflation and interest rate is required to reduce
manipulation role of intermediaries. We can put some curb on their manipulation power on the name of
risk factors. This approach shall address above mentioned bullet points in a befitting manner. I shall
chalk out my idea in presentation.
Second part of my paper is Islamic banking success and methodology. After a deep study of procedures
and methodology of Islamic banking I conclude that in fact there is no difference between conventional
banking and Islamic banking. Only the operational procedure differs but in real sense both are working in
the same way with almost same output.
Islamic banks enjoying high growth rate due to religious
attraction by Muslim community. One compulsion of Islamic banking is to follow ROR (Rate of Returns)
bench mark set by conventional banking they cant deviate from these standards. So many Islamic banks
are using Islamic banking mantra on the front whereas on the back end they are doing same tactics as
conventional banking doing.
The main concern for Islamic banking and investment is inflation and Islamic scholars yet to answer this
important factor adequately.
Islamic banking is not trend setter despite abnormal success in past
decade. Islamic banking is trend follower to the standards set by conventional banking.
Recent past financial crisis urge to address these issues effectively so we must be able to reduce the
threat of similar financial crisis in future.
How we can produce a methodology to tackle all these points? Through extensive use of (IT) Information
Technology; we can formulate investment indicators that includes all aspect of economy with certain
percentages i.e commodities, property, currency, metal etc on daily basis. We can make many portfolios
by increasing/decreasing percentages to make risky and risk averse portfolios. So people can put their
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money in banks under any portfolio of their choice. These PII (Portfolio Investment Indicators) are
available on daily basis without any cost to all stake holders to judge true value of their money. Similarly
borrowing units can borrow money under the index of these portfolios. Financial intermediaries are take
their service charges only apart from their own investment. The concept is similar to venture capital.
Application of this concept reduces the risk of all stake holders. Value of money is directly correlated with
live parameters of economy.
AUTHOR PROFILE
Muhammad Ajmal is a Licensed International Financial Analyst (LIFA)IRA USA. He holds an MBA
(Finance) degree from Bahria University, Pakistan.
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WORLDWIDE NETWORK OF RECIPROCAL TRADE AGREEMENTS - KEY ACTORS

AND BLOCKS
Suresh Singh, Northeastern Illinois University, Chicago, Illinois, USA
Sundaram Dorai, Northeastern Illinois University, Chicago, Illinois, USA
ABSTRACT
The network of reciprocal trade agreements is evolving in ways that defy conventional wisdom. Many new
agreements, traditionally classified as regional, are actually inter-regional i.e. signed between countries
that are not in the same geographical region. Moreover, the network is at odds with the traditional view of
a world consisting of three largely isolated major blocs, structured in a hub-and-spoke fashion - Americas
with US as the hub, Europe with European Union as the hub and Asia with Japan as the hub. This paper
uses social network analysis to present a systemic view of the network, highlighting key actors and blocks.
AUTHOR PROFILES
Suresh Singh is affiliated with Northeastern Illinois University, Chicago, Illinois, USA
Sundaram Dorai is affiliated with Northeastern Illinois University, Chicago, Illinois, USA
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PERCEPTIONS OF JUSTICE IN COLLEGE STUDENTS

Eileen A. Hogan, Kutztown University, Kutztown, Pennsylvania, USA
ABSTRACT
Scholars in Organizational Behavior have long studied workers perceptions of justice on the job, and
have developed well-validated measures of these variables. The primary goal of the present exploratory
study was to adapt these measures to the study of college students. 775 students at a public four-year
university participated in a survey. Factor analysis of eight justice items yielded a two factor solution, with
one factor representing students perceptions of the fairness of administration and college policies, the
other representing perceptions of the fairness of faculty. The items in each factor yielded acceptably
reliable scales. The relationships of these perceptions to various demographic variables (age, gender,
ethnicity, grade point average, SAT scores, and first choice of university) were explored. Finally, the
study explored the relationships of fairness variables to students perceived cost of leaving the university
and their commitment to the institution. Justice scales explained 36% of the variance in commitment and
11% of the perceived cost of leaving variables, after controlling for demographic variables. Implications
for college persistence and retention are discussed.
Keywords: Organizational Justice, College Students, Persistence, Retention
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THE ROOKIE DISCIPLINE OF INTELLIGENCE WORLD AND ITS CRITICAL

COMPONENT: CYBINT AND HUMINT
Capt. Ozkan Sahin, Turkish Air War College, Istanbul, Turkey
ABSTRACT
The mysterious world of intelligence collection is comprised of a numerous INTs. They consist of Signals
Intelligence (SIGINT), Imagery Intelligence (IMINT), Measurement and Signature Intelligence (MASINT),
and Geospatial Intelligence (GEOINT), to Open-source Intelligence (OSINT). In a changing world at an
unprecedented pace, information age has created its own INT: Cyber Intelligence (CYBINT). On the other
side, still there is one INT that may be the most valuable in determining if an organizations cyber
security posture has been compromised; and that is Human Intelligence (HUMINT).
CYBINT is not a collection discipline such as other INTs, it is an analytic discipline relying on information
collected from traditional intelligence sources. Human intelligence is defined as information or data, and it
is often designated as classified or confidential. For the very reason, the primary purpose of this study is
to define the newest member of intelligence world; CYBINT. And then, to determine the critical role of
HUMINT in CYBINT as an indispensable component is another aim. If leveraged correctly, HUMINT can
tip the balance of power significantly. HUMINT plays a critical role because, unlike nuclear weapons and
other weapons of mass destruction, cyber weapons require far less infrastructure and do not require
restricted materials or knowledge that is in limited supply. A nations ability to understand its adversaries
cyber capabilities has moved up in priority to that of weapons of mass destruction. To be successful,
cyber intelligence must blend more traditional sources of covert information collection in the physical
environment with modern technology and also establish a reliable collection capability in the online
world.
Keywords: Cyber intelligence, human intelligence.
AUTHOR PROFILE
Capt. Ozkan Sahin is affiliated with Turkish Air War College, Istanbul, Turkey
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SUSTAINABLE AND GREEN ENERGY INITIATIVES IN INDIA: AN ANALYSIS OF

THE DEVELOPMENT AGENDA
P. J. Philip, National Institute of Technology, Kurukshetra, India
ABSTRACT
Energy is the driving force for the social and economic development of a country. Empirically, there is a
relationship between the pace of economic growth and energy demand. India has made rapid economic
growth in the post reform era. Its future approach to inclusive and faster growth needs to factor in crucial
issues of environmental sustainability and energy security. Energy poverty has been a drag on the
countrys social and economic development. Studies reveal that there is a definite relationship between
energy availability and human development. The power distribution system of the country has not put
sufficient emphasis on energy equity between the rural and the urban population. Even today, 70% of
rural population depends upon traditional fossil fuels, with limited or no access to clean electricity.
Besides overcoming energy poverty, it has become imperative to adopt sustainable energy practices to
achieve future growth targets and developmental objectives. This theoretical paper aims to study the
growth and energy usage patterns in post-reform India, and the shift in focus from a Growing Economy
to a Green Economy. It discusses the impact of Rio+20 conference and other international sustainable
energy initiatives upon the Indian energy policy and distribution framework.
Keywords: Green Economy, Rio+20, Energy Sustainability, Energy Poverty, Renewable Energy
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INTERRELATIONSHIP BETWEEN BUSINESS ETHICS, CORPORATE SOCIAL

RESPONSIBILITY AND CORPORATE GOVERNANCE
Vikas Choudhary, National Institute of Technology, Kurukshetra, India
ABSTRACT
With growing global pressure for enforceable business ethics, corporate social responsibility and
corporate governance, what role should a board of directors play in setting the corporation's policies?
Worldwide, the boards have been on the leading edge in making business ethics an effective priority for
companies. Although concern with ethics has always been a part of doing business in a fair and
transparent manner, business leaders today are beginning to think about ethics as a set of principles
rather than a set of rigid rules. In this sense, business ethics is not only an attempt to set a standard by
which all of the employees of a company can know what is expected, but it is also an attempt to
encourage employees, managers, and board members to think about and make decisions through the
prism of a shared set of values. Business ethics, corporate social responsibility and corporate governance
have become key factors influencing investment decisions and determining the flows of capital worldwide.
From this perspective, the emphasis on corporate social responsibility and good governance is based
both in moral standards as well utilitarian considerations of improved market performance. While ethics
and an ethical business culture are at the heart of the corporate governance framework, the two are
approached somewhat differently. Corporate social responsibility (CSR) can be defined as the "economic,
legal, ethical, and discretionary expectations that society has of organizations at a given point in time,
where as corporate governance is concerned mainly with creating the structure of decision-making at the
level of the board of directors and implementing those decisions. Moreover, corporate governance is
about accomplishing the core values of transparency, responsibility, fairness, and accountability. Because
these values are also key concerns for business ethics, the three can be seen as being directly related.
Corporate Social Responsibility and Good corporate governance is a mandatory requirement in todays
corporate world by every stakeholder groups. With rapid growth and internationalization of businesses,
there is an urgent need to examine the relationship between business ethics, corporate social
responsibility and corporate governance. The present paper is an attempt to help the practicing managers
to gain a deeper understanding of the pivotal role of business ethics with corporate social responsibility
and corporate governance in building successful businesses.
Keywords: Business Ethics, Corporate Social Responsibility (CSR), Corporate Governance (CG),
Accountability, Transparency
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ENVIRONMENT AND SUSTAINABLE DEVELOPMENT IN SOUTH ASIA

Rajender Kumar, National Institute of Technology, Kurukshetra, India
ABSTRACT
The main aim of this paper is to analyze the cause of environment degradation, with special reference to
deforestation, climate change and air pollution in South Asia. The analysis shows that the broader issues
such as deforestation, high-density of population, poor HDI, climate change, air pollution, global warming,
biodiversity have dominated in South Asia. It has emphasized that an increase in average global
temperature would induce a number of natural changes with significant effects on population. Climate
change has also been a source of anxiety in this region. This could have devastating effects on humans,
animals and the natural environment. There is a need to examine the ways in which South Asian
economies perceive environmental pollution. The present day policies dealing with environment are
inadequate and they are inherently incapable of tackling the escalating degradation of the human
environment. A time has come when serious debate must start to emphasize that the taxation should be
levied in proportion to the damage inflicted to the environment by an individual, industry or by any other
human endeavor. This requires a major shift in our thinking, a careful policy formulation and designing of
an appropriate institutional framework to safeguard the common prosperity resources for promoting
sustainable development.
Keywords: Environment, Pollution, Climate change, Sustainable Development
102

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2014 ISIS KEY WEST CONFERENCE

Institute of Strategic and International

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Welcome to the 2014 ISIS-Key West International

2014 ISIS-Key West Conference Proceedings

ISIS Academic Board 2014

MEMBERS OF THE ISIS ACADEMIC BOARD

2014 ISIS-Key West Conference Proceedings

Dr. Teodor Sedlarski, Sofia University, Sofia, BULGARIA

CONFERENCE ORGANIZING COMMITTEE

2014 ISIS-Key West Conference Proceedings

2014 ISIS-KEY WEST INTERNATIONAL MULTIDISCIPLINARY

Monday, March 17th, 2014: Registrations, Presentations and Luncheon

Tuesday, March 18th, 2014: Registrations and Presentations

2014 ISIS-Key West Conference Proceedings

2014 ISIS-Key West Conference Proceedings

Sunday, March 16, 2014

Banquet Hallway/ Cayman A & B

Sunday, March 16, 2014

Banquet Hallway/ Cayman A & B

2014 ISIS-Key West Conference Proceedings

Monday, March 17, 2014

9:00 AM 3:30 PM Banquet Hallway/ Cayman A & B

Monday, March 17, 2014

Conference Room: Cayman A

2014 ISIS-Key West Conference Proceedings

IS MANAGEMENT A HARD SCIENCE?

Monday, March 17, 2014

9:15 AM 11:30 AM Conference Room: Cayman B

Session 2: Social Studies

2014 ISIS-Key West Conference Proceedings

2014 ISIS-Key West Conference Proceedings

Monday, March 17, 2014

11:45 AM 1:15 PM Conference Room: Cayman A&B

2014 ISIS Key West Luncheon

ISIS Key West Name Badge or Ticket Required to Attend

2014 ISIS-Key West Conference Proceedings

Monday, March 17, 2014

Conference Room: Cayman A

2014 ISIS-Key West Conference Proceedings

USING THE FLIPPED CLASSROOM TO TEACH UNDERGRADUATE STUDENTS IN AN

Monday, March 17, 2014

Conference Room: Cayman B

2014 ISIS-Key West Conference Proceedings

DEVELOPMENT OF FMEA MATRIX: A TOOL TO INCORPORATE AEVRAGE AND STANDARD

Monday, March 17, 2014

Cayman A & B Hallway

Monday, March 17, 2014

Conference Room: Cayman A

Session 6: Political Science and Legal Studies

2014 ISIS-Key West Conference Proceedings

CHALLENGES OF UNDERDEVELOPMENT IN AFRICA: WHAT IS TO BE DONE?

Monday, March 17, 2014

Conference Room: Cayman B

Session 7: Finance and Accountancy

2014 ISIS-Key West Conference Proceedings

Monday, March 17, 2014

ISIS ACADEMIC BOARD MEETING

2014 ISIS-Key West Conference Proceedings

Tuesday, March 18, 2014

Cayman A&B Hallway

Tuesday, March 18, 2014

9:15 AM 11:30 AM Conference Room: Cayman A

Session 8: E-Conference Session I