Всего публикаций в данном разделе: 23
Авторы: |
Названия: |
Опубликовано на портале: 11-12-2002
Timothy J. Brailsford, Barry R. Oliver, Sandra L. H. Pua
2000
Agency theory embeds the influential relationship that exist between managers and
shareholders of firms. This relationship has the potential to influence decision-making
in the firm which in turn has potential impacts on firm characteristics such as firm
value. Prior evidence has demonstrated an association between ownership structure
and firm value. This paper extends the literature by proposing a further link between
ownership structure and capital structure. Using an agency framework we argue that
the distribution of equity ownership among corporate managers and external blockholders
has a significant relationship with leverage. The paper tests four hypotheses that
explore various aspects of this relationship. The empirical results provide support
for a positive
relationship between external blockholders and leverage, a curvilinear relationship
between the level of managerial share ownership and leverage and finally, the results
suggest that the relationship between external block ownership and leverage varies
across the level of managerial share ownership. These results parallel and are consistent
with the active monitoring hypothesis, convergence-of-interests and the entrenchment
hypotheses which have been proposed in a different context.


Опубликовано на портале: 05-01-2003
Konstantinos C. Kostopoulos, Yiannis E. Spanos, Gregory P. Prastacos
2003
Over the last years the resource-based view (RBV) of strategic management has attracted
wide academic and managerial attention. Drawing on RBV literature, this paper analyses
the interrelationships between RBV and organizational innovation. The authors examine
those aspects of RBV that critically determine the firms capacity to innovate by
integrating the relevant theoretical and empirical evidence. A number of contributions
setting the ground for future empirical research are provided.


Опубликовано на портале: 14-06-2007
Ред.: Elias G. Carayannis, Young Hoon Kwak, Frank T. Anbari
Изд-во: Praeger Publishers, 2003, 388 с.
Project management has been practiced for thousands of years, but only recently have
organizations begun to apply systematic management tools and techniques to manage
complex projects. Today's approaches to project management can be traced directly
to methodologies designed by the U.S. military and Department of Defense in the years
after World War II. Subsequent advances in management information systems have helped
to codify project management practices; most recently, the Internet has dramatically
enhanced the ability of individuals, teams, and organizations to manage projects
across continents and cultures in real time. The Story of Managing Projects showcases
cutting-edge research conducted around the world on emerging practices in project
management. Covering an enormous spectrum of subjects and industries--from an upgrade
of the Greek railway system to infrastructure reconstruction in Kuwait-the authors
explore the full range of inter-personal, technical, and organizational dynamics
of project management, contributing new insights to its theory and application


The Strategic Planning Workbook [книги]
Опубликовано на портале: 14-06-2007
Neville Lake
Изд-во: Kogan Page, 2006, 256 с.
With new material on crafting mission, vision and value, The Strategic Planning Workbook
enables the reader to do the thinking, gather the necessary information, make a decision
and translate conclusions into action plans. It covers the strategic planning process
step by step. In a clear, pragmatic style, Neville Lake draws on a mixture of his
own diagnostic tools, analytical techniques and decision-making processes, along
with many strategic planning standards and favorites. Whether you are a manager in
a large organization with responsibility for revitalizing your division or an owner
/ manager of a small business looking to take your business to a new level, The Strategic
Planning Workbook will become your indispensable guide and reference tool. Following
it you will get the job done. The accompanying CD-ROM includes a 40-minute video
presentation by the author that takes you through the eight decision-making techniques
as they are used in a strategic planning sess


Опубликовано на портале: 25-12-2002
Teresa Canet Giner, Fernando J. Peris Bonet, Ana Redondo Cano
2002
This paper tries to show the relationship between strategic process and process
performance, considering the influence of a contextual dimension of organisational
complexity. The authors introduce the term vertical complexity, which as considered
more related to
process. Correlation analysis show the influence of both intention and rationality
in the
process performance with low levels of vertical complexity in the firm. For high
levels of
vertical complexity, process and performance are not so strongly related, confirming
only
partially some of our hypotheses. The final sample were 112 big Spanish firms
corresponding to very different industries.


Опубликовано на портале: 25-12-2002
John Hendry, David Seidl
2002
In this paper we draw on Niklas Luhmanns social systems theory, and in particular
his concept of an episode, to guide research into strategic practice and its relationship
to the operating routines of an organization. Episodes, in Luhmanns theory, provide
a mechanism by which a system can suspend its routine structures and so initiate
a reflection on and change of these structures. Applying this theory to the organisational
process of strategic change, the authors draw attention to the routine nature of
strategic episodes and to their organisational role as the effective locus of strategic
practice and the interaction between strategic and operating routines.


Опубликовано на портале: 25-12-2002
Julia Balogun, Anne Sigismund Huff, Phyl Johnson
2002
Empirical studies of strategising face contradictory pressures. Ethnographic approaches
are attractive, and typically expected. We argue, however, that todays large, multinational,
and highly diversified organisational settings require supplementary methods providing
more breadth and flexibility. This paper discusses three particularly promising approaches
(interactive discussion groups, self-reports, and practitioner-led research) that
fit the increasingly disparate research paradigms now being used to understand strategising
and other management issues. Each of these approaches is based on the idea that strategising
research cannot advance significantly without reconceptualising frequently taken-for-granted
assumptions. The paper focuses in particular on the importance of working with organisational
members as research partners rather than passive informants.


Опубликовано на портале: 12-12-2002
Francesco Garraffo
2002
The coopetition is a different way to behave in businesses affected by emerging technologies.
To explain why coopetition is frequent in these businesses, the paper suggests the
idea that competitors decide to cooperate because in emerging technologies there
is a competition among network of innovators focused on the technology development
and the access to the marketplace.
Based on the level of cooperation (high or low) among competitors on technology development
and market creation, the paper organizes in a framework the following types of coopetition:
a) exchanges of existing knowledge; b) collaborative research & development activities;
c) market alliances either for setting new standards or integrating existing business.
Each type of coopetition can depict either a specific choice of a firm to effectively
compete in the marketplace or a portfolio of firms coopetitive activities that evolves
over time.

