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Increase the Number and Quality of Students in Your MAcc Program without Additional Funding: A Case Study

In the late 1980s, a majority of the American Institute of Certified Public Accountants (AICPA) voted to require 150 hours of education for its membership after the year 2000. As of December 31, 2000, there were six states or territories that did not enact the 150-hour requirement. Like many states, Iowa passed the law in 1992 to be effective in the year 2000. As states passed the new 150-hour requirement, universities and colleges were forced to look at their programs to see how they would deal with this new education requirement. Renner and Tanner (2001) surveyed members of the AICPA, Institute of Management Accountants (IMA) and recruiters of accounting graduates from a regional Midwestern university and found that some of the popular choices (not in order of preference) were: (a) BA with a double major in accounting and fi nance, (b) BA with a double major in accounting and management information systems, (c) BA in accounting/MBA, (d) BA in accounting/ master in accounting, and (e) BA in accounting/master in taxation. At many schools, the first two options were already available but were deemed unacceptable for the better accounting undergraduate students. Option (c) may be a good one, but could require a student to stay in school for six years. Therefore, many schools looked at options (d) and (e) as being logical choices. These options are cost-effective ways for students to complete the 150-hour requirement and leave a university with a masters’ degree

Guiding the next generation of doctoral students in operations management

This paper presents ways for senior researchers to help future doctoral students in Operations Management (OM) to overcome multiple challenges in: (a) conducting relevant research while demonstrating greater rigor, and (b) exploring multi-disciplinary research projects while mastering a single research method. Recognizing that knowledge is generally created in four broad stages ((I) awareness, (II) framing, (III) modeling and (IV) validation), we first argue that different research approaches (analytical, behavioral, case study, or empirical) serve different roles in each of these stages: (1) case study approach for awareness, (2) empirical methods for framing, (3) analytical modeling for modeling and analysis, and (4) behavioral for validation in the real world. Then we discuss ways to enable doctoral students to overcome the aforementioned challenges

Process Management, Innovation, and Efficiency Performance: The Moderating Effect of Competitive Intensity

Much of the practitioner literature touts the universal benefits of process management and its impact on operational performance. However, in academic literature, empirical evidence is mixed. The purpose of this study is to investigate the role of the competitive intensity on the effectiveness of process management. Results indicate that the influence of process design on efficiency and innovation performance is not dependent on competitive intensity; however, the impact of process improvement and process control on efficiency and innovation performance is in some instances moderated by competitive intensity. This is one of the few studies to empirically examine process management as three core elements. Previous studies utilized a single construct of process management or multiple manufacturing practices such as customer/supplier involvement, statistical quality control, process focus, and cross-functional teams to measure process management. Using this measurement approach demonstrates how process management can influence both efficiency and innovation

Eagle Executive Magazine

Eagles on Wall Street 2016 Living Their Dreams Why I Givehttps://digitalcommons.georgiasouthern.edu/eagle-executive/1016/thumbnail.jp

Eagle Executive Magazine

BB&T Funds Eminent Scholar Luke Bryan A Message from Dean Wells Mooney Receives Georgia Society of CPAs Award Mackelprang Receives International Awards 2012 Scholarship Recipients Debt and the U. S. Economy The Courage to Care Sneathen Is Volunteer of the Year A Day for Southern Spotlight on Graduate Studies Alumni in the Spotlight Faces of Homecoming 2012 COBA Welcomes New Faculty Thank You 2012 Eagle Executive Society Members! Brasington and Price Retire with 36 Years of Service to COBA COBA’s New Administrators Annual Fraud and Forensic Accounting Education Conference AACSB Accreditation SAP@GSU Advantage FastPitch ACL Data Analysis Software Alumniville Hanna Wins University Award Sexton Named Greenly Scholar COBA Expands Logistics Opportunitieshttps://digitalcommons.georgiasouthern.edu/eagle-executive/1012/thumbnail.jp

An empirical examination of the relationship between competitive strategy and process technology in the tooling and machining industry.

A considerable segment of the business literature has espoused the importance of appropriately using process or manufacturing technology to support competitive strategy. This literature implicitly and explicitly suggests the importance of fit between a firm\u27s business level strategy and its process technology. Three gaps remain with respect to the fit assertion: (1) The nature of fit is insufficiently specified. (2) No empirical research has attempted to statistically validate the existence of fit within an industry. (3) No empirical research has attempted to statistically link fit to firm performance. To address these issues, this dissertation surveys firms in the U.S. tooling and machining industry to test hypotheses on the nature, existence, and impact on performance of fit. Strategy is assessed as membership in one of six strategic groups derived from clustering eight strategy factors. Factor analysis results in four technology factors, Dedicated Automation, Non-Dedicated Automation, Range of Capabilities, and Computer Aided Design. Performance comprises ROS and average annual sales growth. Findings regarding the nature of fit suggest: (1) Dedicated and non-dedicated automation relate positively to new and existing product stability. Broad product range (products very different from each other) relates negatively to dedicated automation, but does not relate to non-dedicated automation. (2) Linkages may be obscured because multiple capabilities are often bundled in a given technology so that different strategies use the same technology for different reasons. (3) Process technology appears to relate primarily to strategic dimensions concerning physical product characteristics, and very little to service dimensions. The existence of fit is demonstrated by highly significant differences in technology between groups, combined with the qualitative plausibility with which these differences appear to correspond to each strategic group. Although insufficient support was found for fit linked to performance (technology moderating strategic group membership\u27s impact on performance), results suggest that performance advantage from a technology is gained not in the group where it is most appropriate or a given, but in a group where it is also appropriate, but less widespread

Lawrence Today, Volume 76, Number 3, Spring 1996

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Iraqi Production Managers: An Analysis of the Characteristics and Demands of Their Job

The main objective of this study is to develop an understanding of the nature of the Iraqi production manager's job. Within the framework of this general objective, the study attempts to investigate several aspects. The first is the characteristics of the job of the Iraqi production manager. This aspect covers (1) work activities (talking, paperwork, reading, travelling and other activities), (2) managerial contacts (internal and external) and (3) work pattern. The nature of the difficulties and the demands imposed upon a manager by his contacts with his subordinates, boss, peers and external contacts is the second aspect. The third aspect is major causes of variation in the job of an Iraqi production manager. Finally, this study aims to compare and contrast its results with those discussed in previous research