This study presents an overall history of WRR, the first municipally owned radio station and describes the problems it encountered by competing in a commercial Dallas market. The study marks the establishment of WRR in 1920 as a signal transmitter for the Dallas Fire Department, its transition to an entertainment station, the addition of WRR-FM, retirement of long-time Station Manager Durward J. Tucker, heavy financial losses, public complaints, format changes, and the sale of the station. A final chapter provides a summary and recommendations for further study, and concludes that WRR should have left the commercial market when its revenue and ratings began to decline.

Our study aims to establish facts not fictions regarding micro and macro factors affectingthe sustainable growth of small and medium size enterprises that are owned by Gambiansin the Gambia. The life cycle of a business demonstrates how entrepreneurs turn ideas intostartups that go through a survival stage which they later transform into a rapid growthstage until they reach the maturity stage where they can either diversify or start whole newventures. Growing up in the Gambia, we have seen how so many Gambians will start asmall or medium size business and within a short period of time mostly, (one or twoyears) will have their business ventures running at a loss and quit operations. Only ahandful of Gambian entrepreneurs have established SMEs that have gone through all thedifferent stages of a successful business life cycle and stayed in business for over twodecades. On the contrary, the Gambian business environment is seen as a perfectopportunity to exploit for so many non-Gambian entrepreneurs who originate from theneighbouring countries like Senegal, Guinea, Mali, and Nigeria. These non-Gambianentrepreneurs usually invest in SMEs and within a few years of their operations, theirventures become highly profitable, attain growth, and sustainably maintain their grip onthe Gambian market. Previous research is filled with general issues that affect thesustainable growth of SMEs in the Gambia and does not distinguish between Gambianand non-Gambians SMEs. There is limited research to show specifically why non-Gambian SMEs are performing better than Gambian SMEs. To make sense of all theseissues, we embarked on this research to find answers that can trigger the beginning ofunderstanding why Gambian-owned SMEs struggle to attain sustainable growth.With the application of qualitative research techniques and well-planned researchapproach, we were able to include some Gambian SMEs industry players in our studiesand collected data that led us to attain some level of understanding why Gambian ownedSMEs struggle to attain sustainable growth. In our findings, we realized that 80% of ourrespondents do not have the required level of skills and knowledge needed for anentrepreneur to succeed in business. This as a result has made necessity-basedentrepreneurship the prevailing approach to business for a large majority of our researchparticipants. In addition, the low level of skills makes it very cumbersome for theseentrepreneurs to withstand other challenges they face in the macro environment, thus theirinability to sustain their ventures.

Though 48% of all privately-held firms are at least 50% owned by a woman or women, women-owned enterprises received only 9% of the institutional investment deals and 2% of the dollars in 1999 in 2006. In the corporate supplier market, women-owned enterprises obtained only 4% of the market share. These figures indicate that women or women-owned enterprises face some level of hurdles in the marketplace. Drawing on Ajzen's (1991) theory of planned behavior, the study explored the impact of corporate supplier diversity programs on corporate purchasers' intention to purchase from women-owned enterprises. Two hundred seventy two corporate purchasers across a diverse range of industries and geographical regions in the U.S. participated in a scenario-based mail survey. The findings suggest that corporate supplier diversity programs did influence the purchasers' intention to purchase, and the influence was more direct than indirect, contrary to some of the hypotheses proposed in the study. The findings contribute to both the corporate social responsibility literature and the women's entrepreneurship studies. With regard to the corporate social responsibility literature, the findings demonstrate that it is possible for business to incorporate positive duty into its core economic activities without compromising its financial gains and that the economic-aligned and duty-aligned orientations can be integrated. With reference to the women's entrepreneurship studies, the findings point to a way to overcome the hurdles that women-owned enterprises face. Given that 40% of the corporations do not have a supplier diversity program, the findings have practical implications as well; corporations are urged to implement a supplier diversity program if they do not have one, and to be committed to implementing their programs if they already have established one, for doing so is simply another case of doing well by doing good. / Ph. D.

Pioneered by Bernard et al. (1995) and Melitz (2003), recent advances in the international economics literature emphasizing the role of firm-level productivity differences has shed new light on the dynamics of international trade. Despite gaining significant traction in the international economics literature, firm-level analysis in the agricultural economics literature is comparatively rare, particularly in an emerging, industrialized economy such as China. This dissertation consists of three essays that provide firm-level analysis on Chinese agricultural trade since China's accession to the world trade organization (WTO). In the first essay, I segment by ownership structure to examine the role of different firm types in Chinese agricultural trade and find that domestic, private firms dominate Chinese agricultural trade and contribute 60%, or $96 billion, of the agricultural trade growth over the 2000-2016 period. Furthermore, the results show that although the economic weight of the state sector is declining, the share of state-owned enterprises (SOE) in strategically important commodities, such as wheat, corn, and rice imports are consistently high. In the second essay, I develop an empirical strategy to break down China's agricultural import trade growth. The findings reveal that China's agricultural import growth is highly concentrated among a small group of firms, where the top 10% of Chinese agricultural importers account for nearly 90% of the country's agricultural imports. I also find evidence of significant agri-food product importer turnover as over 40% of new firms entering China's agricultural import market exited after just 1.7 years during our sample period. In the last essay, I evaluate the efficiency of a specific Chinese non-tariff measure (NTM), the tariff rate quota (TRQ), using Chinese firm-level data. Two key findings emerge from this analysis. First, unlike results from country-level analyses, I find that SOEs import quantities are more sensitive to price changes. Additionally, more SOEs import grains when the price differential between domestic and world markets increases. Second, I fail to find any causal difference in the SOE share of TRQ imports before and after the two previously mentioned policy events were implemented to promote the market orientation of Chinese grain imports / PHD

Thesis (MBA)--Stellenbosch University, 2014. / Family businesses struggle to be sustainable over multiple generations. In fact, most family businesses do not survive past the second generation. With this study the goal of the researcher was to provide family businesses with a conceptual model which could assist them to become multi-generational financially sustainable. This goal was achieved by answering the main research question, namely: What are the critical elements that a family business should consider continuously in order to ensure multi-generational financial sustainability? Those critical elements that a family business should consider were firstly explored through a literature review process. From this literature review a preliminary conceptual model was developed. Secondly, seven family business experts, with a total of 176 years of family business experience among them, were selected in order to gain their perspectives on the critical elements that family businesses should consider to be sustainable over multiple generations. They were also requested to evaluate the preliminary conceptual model and were invited to make suggestions for the improvement thereof. This exercise provided the researcher with ample information in order to create a valid final conceptual model, which in this study is referred to as: The Family Business Success Map. During the final part of this research study, the Family Business Success Map was applied to an existing multi-generational family business in order to evaluate the processes which it followed during two situations of succession, and some recommendations were made. This study can contribute towards the field of family business management through the development of a conceptual model, the Family Business Success Map. This can be used by owners and advisors to help family businesses to implement those critical practices that successful multi-generational family businesses have followed. The study found that family businesses needed to become more structured and professional. It further found that there were five critical practices which successful family businesses followed in order to be sustainable over the long term. Those five critical practices were conceptualised in the Family Business Success Map. The basis for all five practices is good governance, transparent communication and an entrepreneurial orientation. The challenge for family businesses is to grow their businesses faster than their families. In order to accomplish this, family businesses need to invest continuously in the entrepreneurial development of their management. This study found that the first practice which successful family businesses followed was that they formally planned for succession. This plan should clearly state what the ground rules of succession are and should be revisited and adjusted continuously. The plan should provide for both ownership and management succession. The second practice which successful family businesses followed was that they were governed by Advisory Boards. These boards should meet regularly and should preferably include some independent members. Continuous development of board members is important. This forms part of the critical element: the practice of leadership. Furthermore, it was found that the third practice which successful family businesses followed was that they had a formal strategic plan in place. They also recommended that the trusted advisors of the family businesses should be involved in the process of formulating the strategic plan. Family harmony, the fourth critical practice, could be accomplished through transparent and comprehensive communication from the businesses to the families. Through the establishment of formal family meetings, family matters that were not business-related, could be dealt with. The last of the five critical practices which successful family businesses followed was the use of cost accounting management practices, not only in their normal business decisions, but in strategic decision-making as well.

Work-family balance practices (WFBPs) in the workplace have caused growing interest amongst employees and employers in developing countries like Malaysia. Previous research has shown that the application of work-family balance interface (e.g. work-family integration) in the workplace has an impact on the role of manager, particularly at the micro level analysis. The study has four objectives, which are: (1) To explore how managers and executives in the O& G sector perceive the notion of WFBPs; (2) To identify the type of WFBPs introduced in the Malaysian O&G companies; (3) To compare the WFBPs in both government-owned and privatelyowned O&G companies; and (4) To evaluate the role of a manager in implementing WFBPs in O&G companies. A qualitative method was employed in this study by using a face-to-face, semi-structured interview approach. The interview approach was used to explore the concept and dimensions of the understanding of WFBPs, as this is the appropriate approach to gain a viewpoint from an individual perspective. The empirical result of the investigation has recognised the significant themes of the implementation of WFBPs on the O&G employees' work-life balance. Firstly, it provided the WFBPs' notions of the integration, separation and integration-separation concept between work and family lives to the O&G workforces. Secondly, the study identified and examined the utility of the WFBPs that enables the comparison of formal and informal WFBPs for both government-owned and privately-owned O&G companies. Thirdly, the study evaluated the role of the manager in undertaking the WFBPs and factors that motivate the O&G workforces in the workplace. This study also revealed the impact on the individual and the organisation from the implementation of WFBPs. Hence, the study showed the interconnected manager roles in achieving the work-life balance whilst working with the O&G industry.

by Chau Tak-Tai Stanley, Ho Wai-Kit. / Thesis (M.B.A.)--Chinese University of Hong Kong, 2003. / Includes bibliographical references (leaves 40-41). / ABSTRACT --- p.3 / Chapter / Chapter 1 --- INTRODUCTION --- p.6 / Chapter 1.1 --- Market Outlook - increased unemployment rate --- p.6 / Chapter 1.2 --- The Changing Stereotype --- p.7 / Chapter 2 --- METHODOLOGY --- p.8 / Chapter 2.1 --- Overview --- p.8 / Chapter 2.2 --- Approach --- p.9 / Chapter 2.3 --- Frameworks --- p.9 / Chapter 2.4 --- Supporting Evidence --- p.9 / Chapter 3 --- HONG KONG FAMILY BUSINESSES --- p.11 / Chapter 3.1 --- Overview --- p.11 / Chapter 3.2 --- Definition --- p.11 / Chapter 3.3 --- Family Business Strategies and Motivation --- p.12 / Chapter 3.4 --- academic findings --- p.13 / Chapter 3.4.1 --- General identification --- p.14 / Chapter 3.4.2 --- Family Factors --- p.15 / Chapter 3.4.3 --- Financial issues --- p.20 / Chapter 3.5 --- Conclusion --- p.21 / Chapter 4 --- ANALYSIS --- p.23 / Chapter 4.1 --- Analytical Frameworks --- p.23 / Chapter 4.2 --- Michael Porter's Five Forces Model --- p.23 / Chapter 4.2.1 --- The Hong Kong Family Business Market --- p.24 / Chapter 4.2.2 --- Conclusion --- p.27 / Chapter 4.3 --- Cambridge Associates' Drivers of Value Model --- p.27 / Chapter 4.3.1 --- Cambridge Associates --- p.27 / Chapter 4.3.2 --- Drivers of Value Model --- p.27 / Chapter 4.3.3 --- Drivers of Value - Hong Kong Family Business 2003 --- p.28 / Chapter 4.4 --- Conclusion of the Analysis --- p.29 / Chapter 5 --- SURVEY RESULTS --- p.30 / Chapter 5.1 --- Survey Highlights --- p.30 / Chapter 5.2 --- Survey Limitations --- p.33 / Chapter 6 --- CONCLUSION --- p.34 / Chapter 7 --- RECOMMENDATION --- p.35 / Chapter 7.1 --- Planning --- p.35 / BIBLIOGRAPHY --- p.40 / APPENDIX --- p.43 / Surveys --- p.43

Access to federal contracts is often a challenge for service-disabled, veteran-owned business (SDVOB) leaders because of business size and competition in the environment. The purpose of this qualitative, multiple case study was to explore the strategies that 5 SDVOB leaders from 5 different businesses in the Northeastern United States used to win federal contracts. Porter's generic strategies for competitive advantage was the conceptual framework for the study. Five company leaders who won $1 million or more in federal contracts were contacted from the Vendor Information Pages database of the Department of Veterans Affairs to participate in the study. Data were collected via semistructured interviews and archival documents. Data analysis consisted of compiling the data, coding for emergent and a priori codes, disassembling the data into common codes, reassembling the data into themes, interpreting the meaning, and reporting the themes (strategies). Eight themes regarding winning federal contracts emerged. The eight themes were process improvement/optimization, understanding requirements, preventing trial and error, personalizing services, understanding the client, access to external capital/resources, understanding the procurement process, and forward-planning. SDVOB leaders may use the results of this study to secure larger contracts in less time by adopting successful strategies that have won federal contracts. Positive social change implications include the potential for further empowerment, success, and profitability of SDVOBs, as well as other minority-owned firms. Further success of SDVOBs may provide long-term employment and increased tax revenue for communities.

Problembakgrund och problemformulering: Komponentavskrivningar är en del av BFN:s allmänna råd som även kallas K3, vilket blev tvingande från och med år 2014. Vi har i denna komparativa studie behandlat hur familjeägda och kommunala fastighetsbolag tillämpar komponentmetoden, eftersom de kan ha olika skäl till förvaltning. Vi kom därför fram till följande problemformuleringar: Vilka kriterier har familjeägda respektive kommunägda fastighetsbolag vid identifieringen av antal komponenter? Hur förhåller sig dessa fastighetsbolag till begreppet rättvisande bild i samband med valet av antal komponenter? Syfte: Syftet med den här studien är att utveckla en förklaringsmodell för vilka kriterier familjeägda respektive kommunägda fastighetsföretag beaktar vid urskiljning av antal komponenter enligt K3-regelverket. Metod: Studien har ett explorativt syfte eftersom området är outforskat. Studien har genomförts med en triangulering, där vi först gjorde en pilotstudie där vi tog reda på om fastighetsbolagen hade tillräckligt med kunskap för att svara på våra frågor. Därefter gjordes en kvalitativ undersökning med sju besöksintervjuer och en mailintervju. Analys och slutsats: Både familjeägda och kommunala fastighetsföretag beaktade långsiktigheten vid identifieringen av antal komponenter. Fastighetsbolagen har, på grund av den osäkerhet de har upplevt i samband med identifieringen av komponenter, i stor utsträckning följt branschorganisationernas rekommendationer. De kommunägda fastighetsbolagen har i större utsträckning samarbetat med andra fastighetsbolag i samband med indelningen av komponenter. Fastighetsföretagen upplever att den rättvisande bilden kommer att förbättras i framtiden då det skapas ett mer enhetligt tillämpningssätt av komponentmetoden. / Problem background and problem formulation: Component depreciation is part of BFN's general council also called K3, which became mandatory from the year 2014. In this comparative study we focus on how family owned and municipally owned real estate companies apply the component method, as they may have different motives to run their businesses. We therefore came up with the following problem formulations: In the identification of the number of components, what criteria do the family owned and municipally owned real estate companies have? How do these real estate businesses use the concept of true and fair view when selecting the number of components? Purpose: The purpose of this study is to develop a model to explain which criteria family owned and municipally owned real estate companies takes into account when discriminating the number of components according to the K3 regulations. Method: Because the area is unexplored, the study has an exploratory purpose. The study was conducted with a triangulation, where we first did a pilot study to find out if the real estate companies had sufficient knowledge to answer our questions. This was followed by a qualitative study with seven interviews and one mail interview. Analysis and conclusion: Both family owned and municipal owned real estate companies consider the long-term aspects in the identification of number of components. The real estate companies have, because of the uncertainty they have experienced when identifying the components, widely followed the guidelines made by professional organizations. The municipally owned real estate companies have increasingly cooperated with other real estate companies when selecting the number of components. The real estate companies think that the concept of true and fair view will improve in the future as it creates a more uniform method of application of the component method.

Thesis (M.S.)--Naval Postgraduate School, 2004. / Mode of access: Internet via the World Wide Web. Title from title screen (viewed May 10, 2005). "December 2004." Includes bibliographical references (p. 69-73). Also issued in paper format.