The Experts below are selected from a list of 216 Experts worldwide ranked by ideXlab platform
Ian C. Macmillan - One of the best experts on this subject based on the ideXlab platform.
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The emerging forum for Business Policy scholars
Journal of Business Venturing, 1994Co-Authors: Ian C. MacmillanAbstract:Abstract This study is a follow-up on three others, published in Strategic Management Journal, 1987, 1989, and 1991. A sample of tenured Business Policy scholars, with significant track records in publishing, rated key management journals with respect to their appropriateness as outlets for scholarly research in the Business Policy field. The results of the survey are reported.
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The emerging forum for Business Policy scholars
Strategic Management Journal, 1991Co-Authors: Ian C. MacmillanAbstract:This note is a follow-up on two others, published in 1987 and 1989. A sample of tenured Business Policy scholars, with significant track records in publishing, rated key management journals with respect to their appropriateness as outlets for scholarly research in the Business Policy field. The results of the survey are reported.
Thomas L Wheelen - One of the best experts on this subject based on the ideXlab platform.
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strategic management and Business Policy globalization innovation and sustainability
2017Co-Authors: Thomas L Wheelen, David J Hunger, Alan N Hoffman, Charles E BamfordAbstract:PART 1 Introduction to Strategic Management and Business Policy CHAPTER 1 Basic Concepts of Strategic Management CHAPTER 2 Corporate Governance 42 CHAPTER 3 Social Responsibility and Ethics in Strategic Management 70 PART 2 Scanning the Environment 93 CHAPTER 4 Environmental Scanning and Industry Analysis 94 CHAPTER 5 Internal Scanning: Organizational Analysis 136 PART 3 Strategy Formulation 173 CHAPTER 6 Strategy Formulation: Situation Analysis and Business Strategy 174 CHAPTER 7 Strategy Formulation: Corporate Strategy 204 CHAPTER 8 Strategy Formulation: Functional Strategy and Strategic Choice 236 PART 4 Strategy Implementation and Control 269 CHAPTER 9 Strategy Implementation: Organizing for Action 270 CHAPTER 10 Strategy Implementation: Staffing and Directing 300 CHAPTER 11 Evaluation and Control 328 PART 5 Introduction to Case Analysis 363 CHAPTER 12 Suggestions for Case Analysis 364 PART 6 Cases in Strategic Management 1-1
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Strategic Mmanagement Business Policy
2016Co-Authors: Thomas L WheelenAbstract:Strategic Mmanagement Business Policy , Strategic Mmanagement Business Policy , مرکز فناوری اطلاعات و اطلاع رسانی کشاورزی
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concepts in strategic management and Business Policy achieving sustainability
2010Co-Authors: Thomas L Wheelen, David J HungerAbstract:Part One: INTRODUCTION TO STRATEGIC MANAGEMENT AND Business Policy Chapter 1. Basic Concepts in Strategic Management Chapter 2. Corporate Governance Chapter 3. Ethics and Social Responsibility in Strategic Management Part Two: SCANNING THE ENVIRONMENT Chapter 4. Environmental Scanning & Industry Analysis Chapter 5. Internal Scanning & Organizational Analysis Part Three: STRATEGY FORMULATION Chapter 6. Strategy Formulation: Situation Analysis & Business Strategy Chapter 7. Strategy Formulation: Corporate Strategy Chapter 8. Strategy Formulation: Functional Strategy & Strategic Choice Part Four: STRATEGY IMPLEMENTATION AND CONTROL Chapter 9. Strategy Implementation: Organizing for Action Chapter 10. Strategy Implementation: Staffing & Directing Chapter 11. Evaluation & Control Part Five: INTRODUCTION TO CASE ANALYSIS Chapter 15. Suggestions for Case Analysis Part Six: WEB CHAPTERS: OTHER STRATEGIC ISSUES Web Chapter A. Strategic Issues in Managing Technology & Innovation Web Chapter B. Strategic Issues in Entrepreneurial Ventures & Small Businesses Web Chapter C. Strategic Issues in Not-For-Profit Organizations
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strategic management and Business Policy achieving sustainability
2009Co-Authors: Thomas L Wheelen, David J HungerAbstract:Part One: INTRODUCTION TO STRATEGIC MANAGEMENT AND Business Policy Chapter 1. Basic Concepts in Strategic Management Chapter 2. Corporate Governance Chapter 3. Ethics and Social Responsibility in Strategic Management Part Two: SCANNING THE ENVIRONMENT Chapter 4. Environmental Scanning & Industry Analysis Chapter 5. Internal Scanning & Organizational Analysis Part Three: STRATEGY FORMULATION Chapter 6. Strategy Formulation: Situation Analysis & Business Strategy Chapter 7. Strategy Formulation: Corporate Strategy Chapter 8. Strategy Formulation: Functional Strategy & Strategic Choice Part Four: STRATEGY IMPLEMENTATION AND CONTROL Chapter 9. Strategy Implementation: Organizing for Action Chapter 10. Strategy Implementation: Staffing & Directing Chapter 11. Evaluation & Control Part Five: INTRODUCTION TO CASE ANALYSIS Chapter 12. Suggestions for Case Analysis Part Six: WEB CHAPTERS: OTHER STRATEGIC ISSUES Web Chapter A. Strategic Issues in Managing Technology & Innovation Web Chapter B. Strategic Issues in Entrepreneurial Ventures & Small Businesses Web Chapter C. Strategic Issues in Not-For-Profit Organizations Part Seven: CASES IN STRATEGIC MANAGEMENT Section A. Corporate Governance and Social Responsibility Section B. Business Ethics Section C. International Issues in Strategic Management Section D. General Issues in Strategic Management Section E. Mini Cases
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strategic management and Business Policy
2005Co-Authors: Thomas L Wheelen, David J HungerAbstract:I. INTRODUCTION TO STRATEGIC MANAGEMENT AND Business Policy. 1. Basic Concepts in Strategic Management. 2. Corporate Governance and Social Responsibility. II. SCANNING THE ENVIRONMENT. 3. Environmental Scanning and Industry Analysis. 4. Internal Scanning and Organizational Analysis. III. STRATEGY FORMULATION. 5. Strategy Formulation: Situation Analysis and Business Strategy. 6. Strategy Formulation: Corporate Strategy. 7. Strategy Formulation: Functional Strategy and Strategic Choice. IV. STRATEGY IMPLEMENTATION AMD CONTROL. 8. Strategy Implementation: Organizing for Action. 9. Strategy Implementation: Staffing and Directing. 10. Evaluation and Control. V. OTHER STRATEGIC ISSUES. 11. Strategic Issues in Managing Technology and Innovation. 12. Strategic Issues in Entrepreneurial Ventures and Small Businesses. 13. Strategic Issues in Not-for-Profit Organizations. VI. INTRODUCTION TO CASE ANALYSIS. 14. Suggestions for Case Analysis. VII. CASES IN STRATEGIC MANAGEMENT. Section A. Corporate Governance, Social Responsibility and Ethics. The Recalcitrant Director at Byte Products, Inc.: Corporate Legality versus Corporate Responsibility, Dan R. Dalton, Richard A. Cosier, Cathy A. Enz. The Wallace Group, Laurence J. Stybel. The Audit, John A. Kilpatrick, Gamewell D. Gantt, George A. Johnson. McKesson Makes a Deal, Phyllis G. Holland, John E. Oliver, Peter M. Bergevin, Kenneth L. Stanley. Section B. International Issues in Strategic Management. Singapore Telecom: Strategic Challenges in a Turbulent Environment, Loizos Heracleous, Kulwant Singh. Hewlett-Packard Company in Vietnam, Geok Theng Lau. The Body Shop International PLC: Anita Roddick, OBE, Ellie A. Forgart, Joyce P. Vincelette, Thomas L. Wheelen. Waterford Wedgwood, PLC. (2000): The Millennium, Thomas L. Wheelen, Edward Kosobov, Philip H. Anderson, Kathryn E. Wheelen. Section C. General Issues in Strategic Management. Industry One: Internet/Software. Larry J. Ellison-Entrepreneurial Spirit at Oracle Corporation (2000), Joyce P. Vincelette, Ellie A. Fogarty, Thomas L. Wheelen. Palm Computing, Inc. 2002: How to Survive in the Crowded PDA Market? Cynthia Tonucci, Alan N. Hoffman. Handspring, Inc. 2002, Lisa-Marie Mulkern, Alan N. Hoffman. Apple Computer Inc. (2000): Here We Go Again, David B. Croll, Gordon P. Croll, Andrew J. Croll. Industry Two: Internet Companies. WingspanBank.com, Laura Cooke, Liza Hovey, Hyung Kim, Paul Rakowski. drkoop.com, Nicole Herskowitz, Fred Howard, Michael Iverson, Janet Mehlhop, Pilar Speer. Industry Three: Recreation and Leisure. Harley-Davidson, Inc. 2002: The 100th Anniversary, Patricia A. Ryan, Thomas L. Wheelen. Carnival Corporation (2002), Michael J. Keeffe, John K. Ross, III, Bill J. Middlebrook. Reebok International, Ltd. 2002 Thomas L. Wheelen, Moustafa H. Abdelsamad, Richard D. Wheelen, Thomas L. Wheelen II. Industry Four: Major Home Appliances. U.S. Major Home Appliance Industry in 2002: Competition Becomes Global, J. David Hunger. Maytag Corporation (2002), J. David Hunger. Industry Five: Mass Merchandising. Kmart Corporation: Seeking Survival in a Changing Marketplace 2002, James W. Camerius. Wal-Mart Stores, Inc.: On Becoming the World's Largest Company 2002, James W. Camerius. Industry Six: Specialty Retailing/Distribution. The Home Depot, Inc.: Growing the Professional Market (Revised), Thomas L. Wheelen, Hitesh (John) P. Adhia, Thomas H. Cangley, Paul M. Sweircz. Gardner Distribution Co.-Providing Products for Plants and Pets, Tom Hinthorne. Industry Seven: Entrepreneurial Ventures. Adrenaline Air Sports, Larry Alexander, Billy Cockrell, Jonathan Charlton. 25. Inner-City Paint Corporation Revised, Donald K. Kuratko, Norman J. Gierlasinski. Guajilote Cooperativo Forestal: Honduras, Nathan Nebbe, J. David Hunger. Industry Eight: Manufacturing. The Vermont Teddy Bear Co., Inc. (2002): Challenges Facing a New CEO (Revised), Joyce P. Vincelette, Ellie A. Fogarty, Thomas M. Patrick, Thomas L. Wheelen. The Carey Plant, Thomas L. Wheelen, J. David Hunger. Industry Nine: Beverage/Food. Arm & Hammer 2002: Church & Dwight Grows Up, Roy A. Cook. Redhock Ale Brewery, Stephen E. Barndt. Industry Ten: Transportation. American Airlines' Dilemma: 2002, Richard C. Scamehorn. The Boeing Commercial Group: Decision 2001, Richard C. Scamehorn. Mercedes-Benz and "Swatch": Inventing the Smart and Networked Organization, Eric Pfaffmann, Ben M. Bensaou. Section D. Issues in Not-for-Profit Organizations. A.W.A.R.E. Always Wanted a Riding Experience, John K. Ross, III, Eric G. Kirby. Section E. Internet Research Mini-Cases. eBay, Maryanne Rouse. Hershey Foods Corporation, Maryanne Rouse. AirTran Holdings, Inc. Maryanne Rouse. Tyson Foods, Inc. Maryanne Rouse. Eli Lily & Company, Maryanne Rouse. Section F. Additional internet Research Mini-Cases Available on Web Site. Southwest Airlines Company, Maryanne Rouse. Stryker Corporation, Maryanne Rouse. H.J. Heinz Company, Maryanne Rouse. Williams-Sonoma, Maryanne Rouse. Pfizer, Inc. Maryanne Rouse.
Yiru Regina Chen - One of the best experts on this subject based on the ideXlab platform.
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effective public affairs in china mnc government bargaining power and corporate strategies for influencing foreign Business Policy formulation
Journal of Communication Management, 2004Co-Authors: Yiru Regina ChenAbstract:China’s open‐market reform and rapid economic growth have generated a tremendous surge in activity and market investment by multinational corporations (MNCs). By 2000, 400 of the 500 most famous MNCs had invested in China. One distinctive feature of China’ s Business environment, its authoritarian political system, requires MNCs to practise strategic public affairs to interact constantly with the different levels of Chinese government, respond to the policies and further influence Business Policy formation. This paper proposes a conceptual model of MNC‐government bargaining that is composed of international political economy, dependency theory and agency theory. It then examines (1) the international and domestic influences on MNC‐government bargaining in China and (2) the strategies MNCs employed to influence Chinese laws for foreign Business in their interests. A case study of the Chinese ban on direct selling operations in 1998 and Amway’s strategies to remove the ban is presented. Results suggest that effective public affairs should engage in the following activities: (1) issues management, (2) constantly and systematically analysing the MNC’s bargaining power with the host government, (3) selecting public affairs strategies based on the analysis of MNC‐government bargaining, (4) exercising relationship management, and (5) being ethical in its practice.
David J Hunger - One of the best experts on this subject based on the ideXlab platform.
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strategic management and Business Policy globalization innovation and sustainability
2017Co-Authors: Thomas L Wheelen, David J Hunger, Alan N Hoffman, Charles E BamfordAbstract:PART 1 Introduction to Strategic Management and Business Policy CHAPTER 1 Basic Concepts of Strategic Management CHAPTER 2 Corporate Governance 42 CHAPTER 3 Social Responsibility and Ethics in Strategic Management 70 PART 2 Scanning the Environment 93 CHAPTER 4 Environmental Scanning and Industry Analysis 94 CHAPTER 5 Internal Scanning: Organizational Analysis 136 PART 3 Strategy Formulation 173 CHAPTER 6 Strategy Formulation: Situation Analysis and Business Strategy 174 CHAPTER 7 Strategy Formulation: Corporate Strategy 204 CHAPTER 8 Strategy Formulation: Functional Strategy and Strategic Choice 236 PART 4 Strategy Implementation and Control 269 CHAPTER 9 Strategy Implementation: Organizing for Action 270 CHAPTER 10 Strategy Implementation: Staffing and Directing 300 CHAPTER 11 Evaluation and Control 328 PART 5 Introduction to Case Analysis 363 CHAPTER 12 Suggestions for Case Analysis 364 PART 6 Cases in Strategic Management 1-1
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concepts in strategic management and Business Policy achieving sustainability
2010Co-Authors: Thomas L Wheelen, David J HungerAbstract:Part One: INTRODUCTION TO STRATEGIC MANAGEMENT AND Business Policy Chapter 1. Basic Concepts in Strategic Management Chapter 2. Corporate Governance Chapter 3. Ethics and Social Responsibility in Strategic Management Part Two: SCANNING THE ENVIRONMENT Chapter 4. Environmental Scanning & Industry Analysis Chapter 5. Internal Scanning & Organizational Analysis Part Three: STRATEGY FORMULATION Chapter 6. Strategy Formulation: Situation Analysis & Business Strategy Chapter 7. Strategy Formulation: Corporate Strategy Chapter 8. Strategy Formulation: Functional Strategy & Strategic Choice Part Four: STRATEGY IMPLEMENTATION AND CONTROL Chapter 9. Strategy Implementation: Organizing for Action Chapter 10. Strategy Implementation: Staffing & Directing Chapter 11. Evaluation & Control Part Five: INTRODUCTION TO CASE ANALYSIS Chapter 15. Suggestions for Case Analysis Part Six: WEB CHAPTERS: OTHER STRATEGIC ISSUES Web Chapter A. Strategic Issues in Managing Technology & Innovation Web Chapter B. Strategic Issues in Entrepreneurial Ventures & Small Businesses Web Chapter C. Strategic Issues in Not-For-Profit Organizations
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strategic management and Business Policy achieving sustainability
2009Co-Authors: Thomas L Wheelen, David J HungerAbstract:Part One: INTRODUCTION TO STRATEGIC MANAGEMENT AND Business Policy Chapter 1. Basic Concepts in Strategic Management Chapter 2. Corporate Governance Chapter 3. Ethics and Social Responsibility in Strategic Management Part Two: SCANNING THE ENVIRONMENT Chapter 4. Environmental Scanning & Industry Analysis Chapter 5. Internal Scanning & Organizational Analysis Part Three: STRATEGY FORMULATION Chapter 6. Strategy Formulation: Situation Analysis & Business Strategy Chapter 7. Strategy Formulation: Corporate Strategy Chapter 8. Strategy Formulation: Functional Strategy & Strategic Choice Part Four: STRATEGY IMPLEMENTATION AND CONTROL Chapter 9. Strategy Implementation: Organizing for Action Chapter 10. Strategy Implementation: Staffing & Directing Chapter 11. Evaluation & Control Part Five: INTRODUCTION TO CASE ANALYSIS Chapter 12. Suggestions for Case Analysis Part Six: WEB CHAPTERS: OTHER STRATEGIC ISSUES Web Chapter A. Strategic Issues in Managing Technology & Innovation Web Chapter B. Strategic Issues in Entrepreneurial Ventures & Small Businesses Web Chapter C. Strategic Issues in Not-For-Profit Organizations Part Seven: CASES IN STRATEGIC MANAGEMENT Section A. Corporate Governance and Social Responsibility Section B. Business Ethics Section C. International Issues in Strategic Management Section D. General Issues in Strategic Management Section E. Mini Cases
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strategic management and Business Policy
2005Co-Authors: Thomas L Wheelen, David J HungerAbstract:I. INTRODUCTION TO STRATEGIC MANAGEMENT AND Business Policy. 1. Basic Concepts in Strategic Management. 2. Corporate Governance and Social Responsibility. II. SCANNING THE ENVIRONMENT. 3. Environmental Scanning and Industry Analysis. 4. Internal Scanning and Organizational Analysis. III. STRATEGY FORMULATION. 5. Strategy Formulation: Situation Analysis and Business Strategy. 6. Strategy Formulation: Corporate Strategy. 7. Strategy Formulation: Functional Strategy and Strategic Choice. IV. STRATEGY IMPLEMENTATION AMD CONTROL. 8. Strategy Implementation: Organizing for Action. 9. Strategy Implementation: Staffing and Directing. 10. Evaluation and Control. V. OTHER STRATEGIC ISSUES. 11. Strategic Issues in Managing Technology and Innovation. 12. Strategic Issues in Entrepreneurial Ventures and Small Businesses. 13. Strategic Issues in Not-for-Profit Organizations. VI. INTRODUCTION TO CASE ANALYSIS. 14. Suggestions for Case Analysis. VII. CASES IN STRATEGIC MANAGEMENT. Section A. Corporate Governance, Social Responsibility and Ethics. The Recalcitrant Director at Byte Products, Inc.: Corporate Legality versus Corporate Responsibility, Dan R. Dalton, Richard A. Cosier, Cathy A. Enz. The Wallace Group, Laurence J. Stybel. The Audit, John A. Kilpatrick, Gamewell D. Gantt, George A. Johnson. McKesson Makes a Deal, Phyllis G. Holland, John E. Oliver, Peter M. Bergevin, Kenneth L. Stanley. Section B. International Issues in Strategic Management. Singapore Telecom: Strategic Challenges in a Turbulent Environment, Loizos Heracleous, Kulwant Singh. Hewlett-Packard Company in Vietnam, Geok Theng Lau. The Body Shop International PLC: Anita Roddick, OBE, Ellie A. Forgart, Joyce P. Vincelette, Thomas L. Wheelen. Waterford Wedgwood, PLC. (2000): The Millennium, Thomas L. Wheelen, Edward Kosobov, Philip H. Anderson, Kathryn E. Wheelen. Section C. General Issues in Strategic Management. Industry One: Internet/Software. Larry J. Ellison-Entrepreneurial Spirit at Oracle Corporation (2000), Joyce P. Vincelette, Ellie A. Fogarty, Thomas L. Wheelen. Palm Computing, Inc. 2002: How to Survive in the Crowded PDA Market? Cynthia Tonucci, Alan N. Hoffman. Handspring, Inc. 2002, Lisa-Marie Mulkern, Alan N. Hoffman. Apple Computer Inc. (2000): Here We Go Again, David B. Croll, Gordon P. Croll, Andrew J. Croll. Industry Two: Internet Companies. WingspanBank.com, Laura Cooke, Liza Hovey, Hyung Kim, Paul Rakowski. drkoop.com, Nicole Herskowitz, Fred Howard, Michael Iverson, Janet Mehlhop, Pilar Speer. Industry Three: Recreation and Leisure. Harley-Davidson, Inc. 2002: The 100th Anniversary, Patricia A. Ryan, Thomas L. Wheelen. Carnival Corporation (2002), Michael J. Keeffe, John K. Ross, III, Bill J. Middlebrook. Reebok International, Ltd. 2002 Thomas L. Wheelen, Moustafa H. Abdelsamad, Richard D. Wheelen, Thomas L. Wheelen II. Industry Four: Major Home Appliances. U.S. Major Home Appliance Industry in 2002: Competition Becomes Global, J. David Hunger. Maytag Corporation (2002), J. David Hunger. Industry Five: Mass Merchandising. Kmart Corporation: Seeking Survival in a Changing Marketplace 2002, James W. Camerius. Wal-Mart Stores, Inc.: On Becoming the World's Largest Company 2002, James W. Camerius. Industry Six: Specialty Retailing/Distribution. The Home Depot, Inc.: Growing the Professional Market (Revised), Thomas L. Wheelen, Hitesh (John) P. Adhia, Thomas H. Cangley, Paul M. Sweircz. Gardner Distribution Co.-Providing Products for Plants and Pets, Tom Hinthorne. Industry Seven: Entrepreneurial Ventures. Adrenaline Air Sports, Larry Alexander, Billy Cockrell, Jonathan Charlton. 25. Inner-City Paint Corporation Revised, Donald K. Kuratko, Norman J. Gierlasinski. Guajilote Cooperativo Forestal: Honduras, Nathan Nebbe, J. David Hunger. Industry Eight: Manufacturing. The Vermont Teddy Bear Co., Inc. (2002): Challenges Facing a New CEO (Revised), Joyce P. Vincelette, Ellie A. Fogarty, Thomas M. Patrick, Thomas L. Wheelen. The Carey Plant, Thomas L. Wheelen, J. David Hunger. Industry Nine: Beverage/Food. Arm & Hammer 2002: Church & Dwight Grows Up, Roy A. Cook. Redhock Ale Brewery, Stephen E. Barndt. Industry Ten: Transportation. American Airlines' Dilemma: 2002, Richard C. Scamehorn. The Boeing Commercial Group: Decision 2001, Richard C. Scamehorn. Mercedes-Benz and "Swatch": Inventing the Smart and Networked Organization, Eric Pfaffmann, Ben M. Bensaou. Section D. Issues in Not-for-Profit Organizations. A.W.A.R.E. Always Wanted a Riding Experience, John K. Ross, III, Eric G. Kirby. Section E. Internet Research Mini-Cases. eBay, Maryanne Rouse. Hershey Foods Corporation, Maryanne Rouse. AirTran Holdings, Inc. Maryanne Rouse. Tyson Foods, Inc. Maryanne Rouse. Eli Lily & Company, Maryanne Rouse. Section F. Additional internet Research Mini-Cases Available on Web Site. Southwest Airlines Company, Maryanne Rouse. Stryker Corporation, Maryanne Rouse. H.J. Heinz Company, Maryanne Rouse. Williams-Sonoma, Maryanne Rouse. Pfizer, Inc. Maryanne Rouse.
Gerry N. Muuka - One of the best experts on this subject based on the ideXlab platform.
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Non-Financial Ratios in the Undergraduate Business Policy Course in American Business Schools
2013Co-Authors: Gerry N. MuukaAbstract:The purpose of this empirical study was to determine the extent to which professors in U.S. schools of Business teach and/or use nonfinancial ratios for case analysis in their undergraduate Business Policy course. Of the 71 AACSB-accredited and 52 non-accredited schools responding, only 52% said that they used nonfinancial ratios in undergraduate Business Policy. Of the 45.5% who said they did not use nonfinancial ratios, 48.2% said they expected other courses to do it; 14.3% said they did not have the time; and the remainder gave the suprising reason that nonfinancial ratios are “useless.” No differences were found in the treatment of nonfinancial ratios between AACSB-accredited and non-accredited schools or between different types and sizes of undergraduate Business schools.
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Nonfinancial Ratios in the Undergraduate Business Policy Course in U.S. Business Schools
Journal of Education for Business, 1997Co-Authors: Gerry N. Muuka, Rufus B. BartonAbstract:Abstract The purpose of this empirical study was to determine the extent to which professors in U.S. schools of Business teach and/or use nonfinancial ratios for case analysis in their undergraduate Business Policy course. Of the 71 AACSB-accredited and 52 nonaccredited schools responding, only 52% said that they used nonfinancial ratios in undergraduate Business Policy. Of the 45.5% who said they did not use nonfinancial ratios, 48.2% said they expected other courses to do it; 14.3% said they did not have the time; and the remainder gave the surprising reason that nonfinancial ratios are “useless.” No differences were found in the treatment of nonfinancial ratios between AACSB-accredited and nonaccredited schools or between different types and sizes of undergraduate Business schools.
