This paper presents the development process of a new scale for assessing creative behaviour in organizational setting. In this scale creative behaviour includes both behavioural and cognitive aspects. To assess the creative behaviour a scale was developed which consists of 17 items before standardization. In this scale subjects have to give responses based on self-perception about their thinkin...

This paper reviews crisis literature, identifying factors that most challenge decision makers during extreme events. The objectives are to understand the environment in which the emergency manager is working; isolate factors that hinder the decision maker’s ability to implement optimum solutions; and identify structures that best fit the problem type. These objectives are important because extr...

This research paper describes key information technology (IT) project management activities in terms of project scope, time, and cost management, namely the triple constraint. The authors contend that the ability to properly manage and execute these activities are the quintessential components that oftentimes drives whether projects succeed or fail. The literature shows that IT projects have a ...

Utilizing a unique database of daily trading activity, this study examines the ability of active Australian equity managers to earn superior risk-adjusted returns. We find evidence of superior trade performance, where performance is a function of stock size. Our findings indicate that active equity managers are able to successfully exploit private information more readily in stocks ranked 101-1...

A fund’s performance is usually compared to the performance of an index or other funds. If a fund trails the benchmark, the fund manager is often replaced. We argue that this may lead to excessive risk-taking if fund managers differ in ability and have the opportunity to take excessive risk. To match the benchmark, fund managers may increase the risk of their portfolio even if this decreases th...

In today's knowledge economy, creativity is more important than ever. But many companies unwittingly employ managerial practices that kill it. How? By crushing their employees' intrinsic motivation--the strong internal desire to do something based on interests and passions. Managers don't kill creativity on purpose. Yet in the pursuit of productivity, efficiency, and control--all worthy busines...