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The objectives of financial reporting encompass a decision usefulness role for accounting information. Information is decision useful when it assists users to make decisions about investing in or doing business with an entity. Decision usefulness is therefore an essential part of the framework within which financial reporting standards are developed. The aim of this research is to assess the decision usefulness of the recently promulgated Financial Reporting Standard 15 (FRS15). To this purpose a random sample of 48 Chartered Accountants and Financial Controllers completed a self‐administered survey regarding various aspects of FRS15 and other factors related to the concept of decision usefulness. Statistical analysis of the responses indicates that respondents agree that overall FRS15 has a positive impact on providing decision useful information. There is strong support for the balance sheet approach on which the standard is based but respondents consider taht the matching approach also provides decision useful information, particularly in respect of allowing the recognition of provisions that do not meet the definition of a liability. The research also considers what respopndents intend to do with current provisions and future provisions following the implementation of FRS15. Although the respondents support consistency, they indicate that, in the case of contingencies, prudence should override consistency. The findings provide an important contribution to the knowledge pertaining to provisions and contingencies.

Western management philosophy and thought have been around for millennia; however, the supremacy of its concepts and writings has become a subject of criticisms in Africa. There is a huge gap in African management education which calls for redesigning of management curriculum to affirm African social orientation and self-determination that will enable new forms of learning and knowledge required to tackle complex global challenges. The objective of this chapter is to review Western management thought and practice vis-à-vis the existing management philosophy in Africa prior to her colonisation and advocate the need to redesign management curricula. To accomplish the aforementioned objective, this chapter took a historical, reflective and systematic approach of literature review to advance renewal of management curricula in Africa. The analysis began with a review of pre-colonial management philosophy and thought in Africa, followed by a discussion of how colonialism obstructed and promoted the universality of management. This was followed by a review of African traditional society and indigenous management philosophies. The chapter discussed topics that should feature in an African-oriented management curriculum and highlighted fundamental constructs that can be fused into management curriculum of business schools/teaching in Africa. The chapter also made a case for a flexible management curriculum structure that is broader than the conventional transmission-of-knowledge building which views students as passive learners’ by adopting suitable pedagogical tools that will be relevant for knowledge transmission and assessment and also enhance learning and management practices that is culturally fit and relevant to global practice.

This chapter focuses on the Street Work Homeless Project that was the site of one of the ethnographic case studies conducted in Manchester and also one of the participatory action research projects. The participants – men with lived experience of homelessness – were in many ways the antithesis of those usually considered for inclusion in a study on youth participation. However, the chapter shows how there is much to learn from this project, particularly in terms of how marginalised groups can actively participate in and for society. In preparation for the chapter, Rowley and Charles revisited their reflections and learning from the project. From this process, they wrote conversations exploring tensions that ran throughout the project. These tensions, and an antidote, are explored in the chapter. The chapter emphasises the importance of relationality in building mutuality and trust, the limitations of empowerment due to internalising pathologising dominant narratives, and the need to witness rather than spectate the more discomforting aspects of learning participation. By working through these tensions, it was possible to shift relations and roles between those designated as facilitator and participant leading to the question ‘who was lost and who was found?’. The chapter concludes that such processes are necessarily agonistic and creative to enable more inclusive and democratic participation to occur for marginalised groups.

An empirical investigation of the relative emphasis placed by high‐tech firms on various sources of competitive advantage. Five strategies are identified. The most widely used, called “balanced”, employs a number of different sources of competitive advantage. One strategy is based heavily on product quality, another purely on technological performance. A further strategy, “mass marketing”, places emphasis on heavy promotion and wide distribution. The final strategy is a “value for money” position placing emphasis on both competitive pricing and technical performance. Also shows that choice of strategy depends on product type, market type, market sector and the rate at which products are replaced.

An employee&s husband made violent threats to the store manager of a Las Vegas shop specializing in skin care, makeup, fragrance, and hair care products of an international company. The manager wanted the employee terminated. The employee confessed that her husband also threatened her. The employee's personnel file contained no performance problems, but the store manager admitted that she had kept a separate file with such documentation. The Executive Director and the Director of Human Resource Management wondered what they should do.

The French law uses joint‐auditing as an audit quality device. This regulation also indirectly preserves market competition by reducing the domination of the large audit firms. However, concerns emerge about the effects of recent auditor mergers on the effectiveness of joint‐auditing: the reduced number of audit suppliers may favour the development of too frequent joint‐auditing collaborations, causing routine cross‐reviews and interdependencies between co‐auditors. This study aims to address this issue.

The market shares, individual performance, and joint‐audit interconnections (attraction‐repulsion indices) of the main audit networks in France are investigated for the year 1997 and again for the year 2003.

Despite the concentration of the audit market for listed companies globally, descriptive market analyses suggest that competition in the audit market has not decreased: the PricewaterhouseCoopers merger in 1998 did not produce any gain in market share to the newly‐formed network; the French member of Arthur Andersen suffered an effective erosion of its audit portfolio resulting from the infamous Enron case; and some national audit networks have maintained significant market positions. Contrary to expectations, the increased concentration did not result in abnormally frequent collaborations between the main audit firms.

The joint‐auditing interconnections are based on the number of common audit clients, and this approach does not take into account the different sizes of the auditees.

This paper is an original approach of auditor concentration in a joint‐auditing environment. To regulators, the results of this study suggest that joint‐auditing can be utilised as a mechanism to preserve market competition and thus potentially maintaining audit quality.