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2 results

  • 2 - Nations and Firms

  • from Part I - Introduction
  • Sjoerd Beugelsdijk, University of South Carolina, Steven Brakman, Rijksuniversiteit Groningen, The Netherlands, Harry Garretsen, Rijksuniversiteit Groningen, The Netherlands, Charles van Marrewijk, Universiteit Utrecht, The Netherlands, Samuele Murtinu, Universiteit Utrecht, The Netherlands
  • Book:
    International Economics and Business
    Published online:
    21 December 2023
    Print publication:
    21 December 2023, pp 41-74

  • Summary

    This chapter argues that it is important to get the numbers right, to know the sources of information on international trade- and financial flows and multinational activity, And to familiarise yourself with the basics of accounting identities as this may lead you to avoid common pitfalls. We discuss the relationships between the current account and the capital and financial account of the balance of payments, as well as the information this provides on multinational activity. We review the funding options for multinational activity and provide information on the developments of the main financial flows in the world. We conclude that there is a pattern in the development of international capital mobility, which was already high at the end of the nineteenth and beginning of the twentieth century, then declined substantially in the interbellum to rise again from approximately 1980 onwards.

  • CHAPTER 15 - The role of the clinical director

  • Edited by Tahir Mahmood, Allan Templeton, University of Aberdeen, Charnjit Dhillon
  • Book:
    Models of Care in Women's Health
    Published online:
    05 July 2014
    Print publication:
    01 June 2009, pp 141-149

  • Summary

    Effective communication is a key role for the clinical director. The clinical director has a vital role in selling the Royal College of Obstetricians and Gynaecologists (RCOG) vision with zeal and determination. The clinical director must demonstrate their commitment and support for the implementation process. Allocation of time within the job plans of a lead consultant demonstrates support but also places a greater obligation on the individual consultant to deliver what is required. It may be necessary to offer advice in areas such as guidelines, patient information and audit. The annual report will be useful in terms of identifying progress towards the standards. It can also be shared with the trust clinical governance steering group, executive board, commissioners of services and even the general public. The reporting framework and reporting timetable should be shared with consultant leads one year in advance of production of an annual report.