©2004 Brigham Young University. All rights reserved.
Materials transferred to University Archives on
Copyright is owned by the Center and Brigham Young University. There are no restrictions on use. Permission to publish any information beyond traditional fair-use excerpts as specified in copyright law must be obtained from the Center.
It is the responsibility of the researcher to obtain any necessary copyright clearances.
Permission to publish material from Center for Business and Economic Research must be obtained from the Supervisor of Reference Services and/or the Special Collections Board of Curators.
"On
The initial contracts acquired by the Center were from outside the State of Utah in competition with major research and consulting organizations. The first director, Dr. Merrill J. Bateman, was an economist; consequently, his interests in research contracts related to foreign industry gave an international flavor to the work of the Center. This tendency limited, to a degree, the participation of the faculty on an extensive basis. Because of the high University override, some faculty members were reluctant to bring personal projects through the Center. The economic constraints of so doing left them no choice.
In
Wistisen proposed (
1.
Promotion of Basic Academic Research - A prime objective of the CBER is the encouragement and promotion of research by faculty members which will lead to publication in professional journals and to the publication of books.
2.
Education Opportunities for Students - Coincident with the first objective, a major CBER objective is to improve the quality of educational experiences for students through meaningful research opportunities. These opportunities involve the student in the practical application of techniques learned in their curriculum. The CBER provides students with the opportunity to formulate hypotheses, collect data, and develop analytical material under the direction of professionals.
3.
Community Service - Another objective of the CBER is to perform a worthwhile service for the community, both locally and nationally. This implies that, where possible, the CBER will actively assist governmental agencies, business organizations, educational service institutions, Brigham Young University, and the Church in those areas where the expertise represented by the Center can make a meaningful contribution. /24/
A secondary objective of the Center aimed to expose the faculty to
current economic and business problems on a selective basis. It was assumed
that this contract with reality would enhance teaching effectiveness and
classroom relevance. CBER was committed to become self-supporting and to
provide opportunities for additional compensation to the faculty." [Statement
excerpted from Edward L. Christensen,
Since the Center's beginnings its faculty and staff have conducted
hundreds of studies resulting in proposals and reports for clients. As of
This initial segment of the archives of the Center consists entirely of reports, proposals, analyses, and studies. Some are drafts and initial typescripts; most are in semi-published state as prepared by the Center for its clients of for other distribution. Subjects and problems studies range widely; consult the container list below.
The eventual value of this collection lies in the documentation it provides of the work of the Center and for that reason it will be of value to the Center, the College of Business, and the University for administrative and historical use. The informational value of the collection for outside researchers is substantially greater than the evidential value, lying as it does in the subject content of the individual reports and studies.
Overall arrangement is by client with independent studies placed at the end. No attempt was made to alter the order in which the reports were received by arranging the clients in a special order such as alphabetical or chronological because the collection is incomplete. More publications of the Center will be added at a later date. Leaving this installment in somewhat random order will allow for easier rearrangement into a more specific order in the future.
Three items (a supervisor's manual, an interviewer's manual, and a
completed