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In this paper, the authors question the value of a required calculus class for undergraduate business students. We use the tenets of Transfer of Learning theory along with the Theory of Formal Discipline to evaluate whether the value of calculus may be overstated. Using data from business faculty, students, and alumni, we look at the degree to which these constituents believe that taking a calculus class is important to their future success. Findings indicate that while some groups believe calculus is important to business students, most results suggest that the value of a required calculus class to business student success is limited. [ABSTRACT FROM AUTHOR]

The management of the information systems (IS) function is a complex task, particularly in the case of multinational corporations (MNCs), where installations dispersed across distance, time, and cultures can lead to diverse and incompatible systems spreading among foreign subsidiaries. The need to globally control and coordinate the IS management function is often met with resistance from local IS managers, who may perceive corporate standards as intrusive. Resource dependence theory (RDT) argues that control is made easier when a subsidiary unit is dependent on corporate headquarters for critical resources. This study examined the IS management relationship and the use of various mechanisms of control (formal and informal) between 54 headquarters--subsidiary pairs spread across 19 countries of varying resource-richness. While RDT appears to be valid when subsidiaries are dependent on MNC headquarters for resources, the expected relationship between the mechanisms and host country IS resource availability was not observed. Although there was a significant relationship with the use of informal mechanisms and IS resources, it was in the opposite direction to what would be expected by RDT. [ABSTRACT FROM AUTHOR]

The “Building Capacity for Conservation in Southeast Asia” symposium was held at the 2015 Association for Tropical Biology and Conservation, Asia-Pacific Chapter meeting. The range of programs discussed fell into three categories: career development, project-specific activities and outreach, and delivering conservation information to diverse audiences. Though different approaches were used, we identified practices and methods which increased the meaning, relevance, and applicability of the messages provided. We found that delivering successful conservation education requires understanding conservation's place in society, developing a feeling of community among students, providing students with financial support, practical teaching, and crafting culturally appropriate messages. [ABSTRACT FROM PUBLISHER]

In multinational corporations (MNCs), subsidiaries operate in environments separated, not only by geographical distances, but also by time, language, politics, and legal frameworks. Such heterogeneity of operating environments puts great demands on the management of information systems (IS) to control and coordinate the organization's worldwide IS operations. This study examines the factors influencing the integration of the IS function across subsidiaries in MNCs. Specifically, the impact of subsidiary strategic role, perceived environmental uncertainty (PEU), and host country IS resources on the use of formal and informal mechanisms of control and coordination is examined. Multiple regression models were run on matched sets of data collected from 54 headquarters-subsidiary pairs. The relationship between the strategic role of a subsidiary and the level of integration was found to be significant. Moderate support was also found for the hypothesized relationship between IS resources and integration, though not in the direction expected. There was no support for the predicted relationships involving perceived environmental uncertainty. [ABSTRACT FROM AUTHOR]

There are a number of compelling reasons for companies to look outside their own organizational and national boundaries for the skills and knowledge needed to compete in the global marketplace. Improving telecommunications infrastructures around the world and highly skilled talent pools in low cost nations are only a few of the drivers motivating companies to collaborate with partner firms located abroad. Such collaboration is, however, extremely difficult to control and coordinate. This paper examines a special case of global transorganizational insourcing in which two dispersed, semi-autonomous organizations within the same parent entity collaborate on a software development project. The project involves an American and Indian team working together to develop an enterprise-wide SAP application for Transangara Corporation, a large software publishing house headquartered in the United States. Using a transorganizational development (TOD) model, the study analyzes the reasons behind the failure of the collaborating teams to meet the scheduled release deadline for the project and presents the steps taken to address the challenges. The paper concludes with a set of lessons learned and best practices for companies dealing with similar projects. [ABSTRACT FROM AUTHOR]

Despite the furor surrounding the offshoring phenomenon, there is little empirical research examining global IT sourcing (GITS) and its potential impacts on the individual, the organization, and society. This article presents the results of a study of the perceived direction of GITS in the United States and its implications for business. Based on information collected from structured interviews with senior information systems executives at ten medium to large corporations in the region, the study specifically examines their perceptions of offshoring trend, its implications for the IT workforce, and steps that must be taken to remain competitive in the global marketplace. Nine of the ten company executives interviewed indicated a slow but steady growth in the level of such offshore engagements and an increasing commitment to strategic partnerships with global information service providers. The primary drivers of offshoring partnerships were cost, access to expertise, and domestic headcount stabilization. Significant concerns were expressed as to the nature of computer science education in the United States and a need to shift from technical skills to those that focused on business domain knowledge. [ABSTRACT FROM AUTHOR]

Globalization trends, trade liberalization in developing countries, quantum improvements in worldwide telecommunications infrastructures, and cost-cutting pressures have together compelled many companies to examine global opportunities for sourcing some of their IT operations. Such global sourcing, whether it involves insourcing or outsourcing, requires IT project managers to deal with issues unique to operating in heterogeneous international environments. This article examines the influences of country-level and individual-level factors on the effective management of offshore IT sourcing relationships and offers a set of best practices that project managers should consider when entering into such global arrangements. [ABSTRACT FROM AUTHOR]