<p> The introduction includes the present quantitative study that addressed the potential benefits verbal argumentativeness could relate to the retail industry and determined the perception of verbal argumentativeness by retail store managers. The data collection method was a survey of retail store managers within San Diego County. A chi-square univariate analysis was conducted of these participants. The results of the study indicated verbal argumentativeness was somewhat of a healthy strategy to incorporate into business acumen as a new approach to contribute to the body of research for possible behaviors and plans retail store managers could adopt in relationships with employees. The discussion section shows an untapped source from the retail industry and how this industry can use this study to further research within the retail industry.</p>

The purpose of this research was to explore common assumptions about alliance change, to identify key determinants and outcomes of alliance change, and to increase our understanding of the ways in which changes evolve by identifying common patterns or processes. In Study 1, a multiple case study was conducted, accompanied by a questionnaire, to explore strategic alliance changes in entrepreneurial, high-tech firms. Qualitative analysis of the cases showed that an alliance change typically ends in one of three ways: (1) the alliance dissolves immediately, (2) the alliance is sustained and strengthened, or (3) the alliance is sustained but weakened and eventually dissolves. I also found, in support of the literature, that numerous factors lead to alliance changes, although the most common predictors of major changes were: (1) poor alliance management, (2) dissatisfaction with partners' relationship, (3) abuse of trust, and (4) putting acquisition of partner's skills/capabilities ahead of achieving alliance goals. Analysis also led to the development of a theoretical model that predicts whether an alliance will be sustained following an alliance change. The key factors in the model that determine whether an alliance is sustained following a change are: (1) mutual partner dependence, (2) joint decision making, (3) inter-firm trust, (4) inter-firm interaction, (5) the manner in which the change was planned, and (6) the impact of the change. Using quantitative methods in Study 2, I found that two of these factors best predict whether an alliance will be sustained following a change, joint planning of the change and the impact of the change. The study also provided evidence that two other factors, inter-firm trust and the extent to which an alliance change is planned, are related to sustainment even though they are not significant predictors. This research suggests, in support of previous literature, that major unplanned changes are harmful to alliances. It also suggests that an alliance may be weakened by a change, which increases the likelihood that it will dissolve. A variety of conditions were found to increase the likelihood of alliance changes, indicating that, if firms are willing to take the substantial risk of engaging in alliances, they must constantly work to manage the health of the alliances if they want to sustain them and prevent potentially costly negative outcomes. This research also suggests that an alliance may be strengthened by a change, increasing the likelihood that it will be sustained. However, an alliance is more likely to be sustained following a change if the partners have developed a trusting, mutually dependent relationship and they have developed communication and decision routines that enable them to foresee, prevent, and solve problems together.

The rapid development of China’s economy has seen increasing demand for foreign language training in Chinese companies and organizations. Nevertheless educational institutions across the world have struggled to design appropriate foreign language training programmes for Chinese companies and organisations. Many models have been proposed and put into practice. However, little research has focussed attention on the actual needs of Chinese staff and the real demands of Chinese organizations and companies, so there is a continuing dilemma in terms of satisfying expectations of both training providers and trainees. This research aims to develop and test a project-based foreign language training model for Chinese employees. The model aims to develop the ability of foreign language training suppliers to establish a management strategy for project-based training involving international educational communication. A series of propositions have been generated based on the two-tier levels of project-based training model designed in this research, which is based on the literature review of Chinese foreign language education, Chinese learning styles, organisational learning objectives, project-based foreign language learning theories and existing programme models. Initial research was also conducted to identify where training and development needs and deficits lie within China’s organisations and companies. Chinese staff and managers are chosen to investigate their attitudes. A mixed method of combining quantitative and qualitative analysis was employed in the research in order to validate these propositions. The research has generated a number of successful outcomes relating to its aim and objectives. Firstly, individual project creation by Chinese trainees is a creative approach to meet learning objectives. Secondly, foreign language programmes need to aim to develop work-related or professional skills alongside language skills rather than learning the foreign language only. Thirdly, the divergence of perceptions in terms of training needs analysis and on-going assessment among Chinese staff and managers is discovered in the research. Fourthly, pedagogic design needs to blend formal instruction and independent learning. Fifthly, joint evaluation by bringing trainee, training providers and partners together customises evaluation. Sixthly, decision-making within Chinese organisations and companies involves top-down and bottom-up orientation. Additionally, understanding the operational structure of a training partner is important to the success of implementing a training programme through international educational management. These contributions will add updated knowledge to education management and also enable further value to international educational institutions and practitioners.

Managers often make price decisions for several products simultaneously. By doing so, decision makers can control for substitution effects or take advantage of potential synergies between products. My dissertation consists of three essays that investigate novel aspects of this multi-product pricing approach.

Three topics very much in the forefront of businessmcns' and politicians' minds today are corporate governance, entrepreneurship and corporate performance and the relationship between these three concepts. The terms corporate governance and entrepreneurship would appear to be contradictory when used in the same sentence. Governance is often associated with regulations and control, whereas entrepreneurship is more associated with spontaneity and discovering new ways of creating value. It would seem therefore, that these terms are more mutually exclusive than compatible. This apparent incompatibility is evident in business today. Stakeholders in companies are demanding more accountability in their companies while at the same time demanding consistent, if not, rising returns on their investments. To improve accountability requires the utilisation of increasingly scare resources - the same resources that companies require to improve their financial returns. This author is interested in investigating this apparent incompatibility. Therefore the aim of this thesis is to examine "The influence of entrepreneurship on the relationship between corporate governance and corporate performance ". The first step of this research was to examine the relationship between corporate governance and corporate performance. This was done by reviewing the factors that drive corporate governance and understanding how these factors can influence corporate performance. The second step was to examine the effect that entrepreneurship can have on corporate performance and the final step was to assess* the effect of entrepreneurship upon corporate governance and corporate performance. This approach was derived from the literature review and the conceptual framework adopted by this author, which was influenced by the work of Shields and Taialli (2006). As a result of this approach this author made a number of propositions which formed the basis of the research. In order to research these propositions, the case study methodology was adopted. The applicability of this methodological approach is supported by Yin (2003), Dube and Pare (2003) and Benbasat et al. (1987). To carry out the research six US based high technology companies were selected for in depth research. Data sources were selected primarily from those available in the public domain, due to the fact that a number of the companies researched had ceased trading at the time the research was carried out. The data was collected with a clear understanding of the strengthsa nd weaknesseso f each data collection technique. The data was then analyseda nd the evidence documented. The main theoretical conclusions derived from this research were as follows. It was concluded that corporate governance should be studied in its entirely rather than in its individual constituent components; the role and types of blockholders have changed over time but these changes are not yet adequately understood; traditional methods of aligning the interest of shareholders and management are no longer appropriate and need to be reassessed;t here is a need to better understand the role of corporate founders in companies once they are no longer majority shareholders and there is a need to know how to promote and measure entrepreneurship at the individual company level. All these issues have an impact on the corporate governance, entrepreneurshipa nd corporatep erformancer elationship and therefore need to be understood. The main managerial conclusions derived from this research were as follows. The importance of the appointment of Chief Governance Officers at board level was found to be vital. Equal importance needst o be given to all shareholdersa nd not just to the largest shareholders. There is a need for continuity in the boardroom and it is necessary to re-evaluate the form and content of management executive plans. Finally, benchmarks for the measurement of entrepreneurship at the corporate level have yet to be developed.

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