Iowa Department of Veterans Affairs, Strategic Plan, 2006-2010

This report outlines the strategic plan for Iowa Department of Veterans Affairs, goals and mission.

Iowa Department of Public Health, Strategic Plan, 2007-2011

This report outlines the strategic plan for Iowa Department of Public Health, goals and mission.

Iowa Department of Revenue, Strategic Plan, 2007-2010

This report outlines the strategic plan for Iowa Department of Revenue, goals and mission.

Iowa Finance Authority, Strategic Plan, 2003

This report outlines the strategic plan for Iowa Finance Authority, goals and mission.

Iowa Law Enforcement Academy, Strategic Plan, 2007

This report outlines the strategic plan for Iowa Law Enforcement Academy, goals and mission.

Iowa Veterans Home, Strategic Plan, 2007-2010

This report outlines the strategic plan for Iowa Veterans Home, goals and mission.

Iowa Lottery, Strategic Plan, 2007-2010

This report outlines the strategic plan for Iowa Lottery, goals and mission.

Governor's Office of Drug Control Policy, Strategic Plan, 2003-2008

This report outlines the strategic plan for Governor's Office of Drug Control Policy, goals and mission.

Strategic Plan of the Board of Regents, Strategic Plan, 2004-2009

This report outlines the strategic plan for Strategic Plan of the Board of Regents, goals and mission.

Iowa Workforce Development, Strategic Plan, 2008-2011

This report outlines the strategic plan for Iowa Workforce Development, goals and mission.

Deaf Services Commission of Iowa, Strategic Plan, 2008-2011

This report outlines the strategic plan for Deaf Services Commission of Iowa, goals and mission.

Iowa Department of Transportation, Strategic Plan, 2008-2012,[revised, final], 2008

This report outlines the strategic plan for Department of Transportation, goals and mission.

Managing by values in the next milenium: Cultural redesign for strategic organizational change

The system of beliefs and values, that shaped the model for management and organizations during the 20th century, is just not good enough today. In order to keep a business functioning well and competing successfully in markets that are increasingly more global, complex, professionally demanding, constantly changing and oriented towards quality and customer satisfaction a new model is needed. In this paper, we will propose that both Management by Instructions (MBI) and Management by Objectives (MBO) today give notoriously inadequate results. By contrast, description of a new approach labeled: Management by Values (MBV), seem to be emerging as a strategic leadership tool. The paper outlines this approach and discusses the implementation of MBV as a tool to redesign culture in organizations and prepare them for the next millenium.

The timing of foreign direct investment under uncertainty: Evidence from the Spanish banking sector

This paper investigates the timing of foreign direct investment (FDI) in the banking sector. The importance of this issue would arise from the existence of differential benefits associated to be the first entrant in a foreign location. Nevertheless, when uncertainty is considered, the existence of some Ownership-Location-Internalization (OLI) advantages can make FDI less reversible and/or more delayable and therefore it may be optimal for the firm to delay the investment until the uncertainty is resolved. In this paper, the nature of OLI advantages in the banking sector has been examined in order to propose a prognostic model of the timing of foreign direct investment. The model is then tested for the Spanish case using duration analysis.