A conceptual framework for changes in Fund Management and Accountability relative to ESG issues

Major developments in socially responsible investment (SRI) and in environmental, social and governance (ESG) issues for fund managers (FMs) have occurred in the past decade. Much positive change has occurred but problems of disclosure, transparency and accountability remain. This article argues that trustees, FM investors and investee companies all require shared knowledge to overcome, in part, these problems. This involves clear concepts of accountability, and knowledge of fund management and of the associated ‘chain of accountability’ to enhance visibility and transparency. Dealing with the problems also requires development of an analytic framework based on relevant literature and theory. These empirical and analytic constructs combine to form a novel conceptual framework that is used to identify a clear set of areas to change FM investment decision making in a coherent way relative to ESG issues. The constructs and the change strategy are also used together to analyse how one can create favourable conditions for enhanced accountability. Ethical problems and climate change issues will be used as the main examples of ESG issues. The article has policy implications for the UK ‘Stewardship Code’ (2010), the legal responsibilities of key players and for the ‘Carbon Disclosure Project’

Too far ahead of its time: Barclays, Burroughs and real-time banking

The historiography of computing has until now considered real-time computing in banking as predicated on the possibilities of networked ATMs in the 1970s. This article reveals a different story. It exposes the failed bid by Barclays and Burroughs to make real time a reality for British banking in the 1960s

The Reality of the Employees Performance in the Palestinian Cellular Telecommunications Company (Jawwal)

The aim of this study was to identify the reality of the performance of the employees in The Palestinian Cellular Telecommunications Company (Jawwal), and to find the differences between the views of the study sample on the variables of the study according to the variables (age, scientific qualification, field of work and years of service). To achieve the objectives of the study, a questionnaire was designed and developed to measure the variables of the study applied to the company's 70 employees. The Complete Census method was used and 60 samples were recovered for analysis with a recovery rate (85.7%). The SPSS statistical package was adopted. The study reached several results, the most important of which is that the degree of approval for the job performance of the employees working in The Palestinian Cellular Telecommunications Company (Jawwal) is 81.56%. The results showed that there were no statistically significant differences at the level of α≤ 0.05 between the average of the respondents' opinions on the performance of the workers in the Palestinian Cellular Telecommunications Company (Jawwal) due to the following variables (age, scientific qualification, field of work, number of years of service). The most important recommendations were to increase the efficiency of the employees of the company using the equipment of their work, and the need to pay attention to the development of the skills of employees through specialized training programs to improve their performance. And focus on moral incentives because of their role in improving the performance of employees by spreading the spirit of cooperation between

Delivering ‘Effortless Experience’ Across Borders: Managing Internal Consistency in Professional Service Firms

This article explores how professional service firms manage across borders. When clients require consistent services delivered across multiple locations, especially across borders, then firms need to develop an organization that is sufficiently flexible to be able to support such consistent service delivery. Our discussion is illustrated by the globalization process of law firms. We argue that the globalization of large corporate law firms primarily takes place in terms of investments in the development of protocols, processes and practices that enhance internal consistency such that clients receive an ‘effortless experience’ of the service across multiple locations worldwide. Over the longer term the ability to deliver such effortless experience is dependent upon meaningful integration within and across the firm. Firms that achieve this are building a source of sustainable competitive advantage