Health Center Financial Check-Up: Prescriptions for Strengthening New York's Diagnostic and Treatment Centers

Analyzes evidence of financial distress among nonprofit health centers and contributing factors for individual centers as well as the sector. Makes recommendations for the state, philanthropic organizations, public and private payers, and health centers

Thinking differently about strategy: comparing paradigms

Our paper shows that mainstream strategic thinking and research already challenges the established Newtonian-Cartesian paradigm. Newtonian thought is the customary mode of western thinking, but is that about to change? Some papers from a complexity standpoint have appeared in the mainstream journals but its precise implications and merits have yet to be systematically spelled out and debated. We aim to facilitate this debate by comparing the established Newtonian and emergent complexity paradigms, clarifying the implications of this new perspective for strategy research. We suggest that the complexity paradigm is better attuned to current strategic realities than its Newtonian-Cartesian counterpart

Strategic marketing planning and phenomenology: challenging the dominant paradigm

This paper contends that the conventional rational model of strategic marketing planning is flawed. It is argued that the latter leads to the subsumption of individual perceptions of marketing reality within universal systemic based theories, which are unable to take account of the subjective and discontinuous worlds of marketing managers. It is proposed that in order to better understand marketing decision making in organisations, a phenomenological perspective be adopted. Further research, utilising the phenomenological interview, should aim to examine the local circumstances and practical reasoning used by marketing managers in their ‘life worlds’, as they go about making marketing decisions

Management of Phytophthora cinnamomi for biodiversity conservation in Australia: Part 2. National best practice guidelines

Disease in natural ecosystems of Australia, caused by the introduced plant pathogen Phytophthora cinnamomi, is listed as a key threatening process under the Environment Protection and Biodiversity Conservation Act 1999 (EPBC Act). The Act requires the Australian Government to prepare and implement a threat abatement plan for nationally coordinated action to mitigate the harm caused by P. cinnamomi to Australian species, particularly threatened flora, fauna and ecological communities. The .National Threat Abatement Plan for Dieback Caused by the Root-Rot Fungus Phytophthora cinnamomi. (NTAP) was released in 2001 (Environment Australia, 2001). The NTAP is designed to promote a common understanding of the national threat P. cinnamomi poses to biodiversity in Australia. This project, funded by the Australian Government Department of the Environment and Heritage (DEH), is one of the most significant actions to be implemented from the NTAP to date. The project has two major components: * to review current management approaches and identify benchmarks for best practice * the development of risk assessment criteria and a system for prioritising management of assets that are or could be threatened by P. cinnamomi. The project outputs are presented in a four-part document entitled Management of Phytophthora cinnamomi for Biodiversity Conservation in Australia: Part 1 - A Review of Current Management Part 2 - National Best Practice Guidelines Part 3 - Risk Assessment for Threats to Ecosystems, Species and Communities: A Review Part 4 - Risk Assessment Models for Species, Ecological Communities and Areas. A model of best practice was developed which encompasses all the components necessary for an informed and integrated approach to P. cinnamomi management, from strategic through to on-ground management. The current document (Part 1 . A Review of Current Management) thoroughly reviews the approaches to P. cinnamomi management in Australia within the context of the best practice model

Evidence on the Value of Strategic Planning in Marketing: How Much Planning Should a Marketing Planner Plan?

What evidence exists on the value of formal planning for strategic decision-making in marketing? This paper reviews the evidence. This includes two tests of face validity. First, we use the market test: Are formal procedures used for marketing planning? Next, we examine expert prescriptions: What do they say is the best way to plan? More important than face validity, however, are tests of construct or predictive validity: What empirical evidence exists on the relative value of formal and informal approaches to marketing planning? The paper concludes with suggestions on the types of research that would be most useful for measuring the value of formal marketing planning. Before reviewing the evidence, we present a framework for the formal planning process.strategic planning, marketing

Changing spatial planning systems and the role of the regional government level; Comparing the Netherlands, Flanders and England

Several European countries are adapting their planning system to current requirements of public and private sector and society. Examples of such countries are England and the Netherlands. The paper start with an overview of theoretical concepts of planning systems in relation to spatial planning. We then focus on the proposed and recent changes in the English and Dutch planning systems. What are the main objectives for the changes and how are they elaborated in planning instruments, procedures and institutional framework? The paper concludes with relating the changes in the two presented planning systems to the theoretical concepts op planning systems.