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A review of the literature on countertrade indicates that lack of liquidity, among other factors,
provides a motivation for international barter [Samonis, 1990; Yavas & Vardiabasis, 1988]. After
presenting the most prevalent forms of countertrade along with recent examples, this study
provides, in a two-commodity two-factor setting, an example of how lack of liquidity may limit the
volume of international trade. A standard single country neoclassical economic model employed
shows that countertrade may be a rational response to conditions which restrict standard trade.
Therefore, countertrade (particularly barter trade) can supplement money-mediated trade and
contribute to the growth of international business.
There is no clear road for the leader to follow which will guide him correctly down the road to
success. Today, more than ever, leadership has become the key to the success of every organization
and the successful leader, a priceless commodity. Your mission, should you choose to accept it,
Ms. Leader, is to mold your organization into a cohesive unit, which will carry out any directives
that you dictate or take any action that seems necessary to achieve the organization's goals. This
is not an easy task. There are several things to consider: the organizational goals, the availability
of the resources to attain those goals, and the ability of the personnel required to use those
resources and bring about the realization of those goals, to name a few. The most difficult task is
to shoulder the responsibilities and play the role of the leader, directing the organization through
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the various stages to mission accomplishment. What then does the leader face in modem
organizations? What are his tools and his limitations? What role does power play in leading the
modem organization? Although each situation and organization will differ, this paper suggests
universally applicable solutions to these questions.
Social Accounting and Measurement: A Management Accounting Perspective
PATRICIA A. EVANS AND SHEILABELLAMY
Royal Melbourne Institute of Technology
Traditionally, social accounting disclosures in corporate annual reports have had a short-term
focus. However, with the emergence in recent years of the concept of ecologically sustainable
development (ESD), a longer term perspective is required.
The arguments in this paper challenge traditional accounting at two levels: 1) capital maintenance
and intergenerational equity and 2) ecological unit versus economic unit.
There needs to be a recognition that economic activity is interwoven with the environment.
Thus, capital maintenance needs to be extended to include natural resources as well as manmade
resources. The task facing management accountants will include having to recognize the full
resources cost of any service or product over its whole life-for example, the reduced productivity
of the soil resulting from overuse should result in future calculations of production including the
costs to bring it back to a state of fertility for the future. In contrast to the economic model of the
nineteenth and twentieth centuries, this paper proposes that the twenty-first century may use
ecology to best describe the underlying values of decisions which are made and thus include
interconnected natural resource usage in the cycle of production and consumption.
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