Strategy & Organizational Behavior eJournal最新文献

Number Two Executives: Bottom-up Monitoring 第二名:自下而上的监控

Strategy & Organizational Behavior eJournal Pub Date : 2021-03-20 DOI: 10.2139/ssrn.2406191

Zhichuan Frank Li

引用次数: 12

Organization Budgetary Control System 组织预算控制制度

Strategy & Organizational Behavior eJournal Pub Date : 2021-02-28 DOI: 10.2139/ssrn.3794866

Badruldeen Mohd Ali

引用次数: 0

Changes in Persistence of Performance Over Time 性能持久性随时间的变化

Strategy & Organizational Behavior eJournal Pub Date : 2020-02-12 DOI: 10.2139/ssrn.2839630

V. M. Bennett

引用次数: 17

The Resource-Based Paradox of Impact-Oriented Strategies: A Study in the Context of Microcredit 影响导向策略的资源基础悖论:基于小额信贷背景的研究

Strategy & Organizational Behavior eJournal Pub Date : 2020-01-26 DOI: 10.2139/ssrn.3604722

Leandro Nardi, S. Lazzarini, Sandro Cabral

引用次数: 1

A Comprehensive Analysis of Top Indian Cosmetic Company : LAKME 印度顶级化妆品公司LAKME的综合分析

Strategy & Organizational Behavior eJournal Pub Date : 2019-11-15 DOI: 10.47992/ijcsbe.2581.6942.0054

Meghana Salins, Sujaya Mendon, P. Aithal

{"title":"A Comprehensive Analysis of Top Indian Cosmetic Company : LAKME","authors":"Meghana Salins, Sujaya Mendon, P. Aithal","doi":"10.47992/ijcsbe.2581.6942.0054","DOIUrl":"https://doi.org/10.47992/ijcsbe.2581.6942.0054","url":null,"abstract":"Lakme is one of the leading cosmetic brands with headquarters in Mumbai, India, ownedpresently by Unilever. The idea of establishing Lakme in the year 1952 surged into existencebecause Prime Minister Jawaharlal Nehru came to know that Indian women were splurgingon imported cosmetics and spending precious foreign exchange on beauty products. In thiscase, he requested JRD Tata to start the beauty sector in India. Lakme then became a100%affiliate of Tata Oil Mills (TOMCO), a part of the TATA group. Later it became a uniquecompany as it goes by its tagline ‘Lakme Reinvent’ after it has been acquired by HindustanUnilever, ‘On Top of the World’ which now continuously innovates and offers a wide varietyof cosmetics of the world class, skincare product, and beauty salons to the customers aroundthe world. This article illustrates different elements of the organization, its company sections,marketing strategies, corporate structure, management, and structure operations whileproviding beauty and wellness services. The secondary data were obtained from variousscholarly journals, websites, and books. We have analysed financial performance, corporatesocial responsibilities of the company and examined their strategies using the SWOCframework as a research case study.","PeriodicalId":174886,"journal":{"name":"Strategy & Organizational Behavior eJournal","volume":"15 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-11-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121080060","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 12

Safety Culture in High-Speed Railways and the Importance of Top Management Decisions 高速铁路安全文化与高层管理决策的重要性

Strategy & Organizational Behavior eJournal Pub Date : 2019-05-20 DOI: 10.2139/ssrn.3512286

Nikhil Bugalia, Yu Maemura, K. Ozawa

{"title":"Safety Culture in High-Speed Railways and the Importance of Top Management Decisions","authors":"Nikhil Bugalia, Yu Maemura, K. Ozawa","doi":"10.2139/ssrn.3512286","DOIUrl":"https://doi.org/10.2139/ssrn.3512286","url":null,"abstract":"Safety is a central issue that challenges decision makers during the planning and implementation of high-speed railways (HSR), and appropriate systems should be in place to ensure safe performance during operations. To contribute toward the capacity-building efforts in countries importing HSR technology, we highlight the importance of a rather rarely discussed but inarguably essential factor, i.e., the role of top management in improving the safety culture of organizations. We adopt a multi-dimensional dynamic framework to assess the present state of the safety culture at two railway companies—Indian Railways and the East Japan Railway Company. Interviews with senior officials from the two organizations were conducted to assess the current state of their safety cultures using the adopted framework consisting of 11 tangible and seven intangible aspects of safety culture categorized into five levels. Our aim is to develop temporal profiles of the safety culture for each organization and to reveal the underlying dynamics and associated challenges in changing the safety culture. However, preliminary results highlighting the current state of the safety culture for the two organizations, when juxtaposed, reveals opportunities for improvement for Indian Railways. Detailed discussions using examples obtained from the interviews are then used to illustrate the importance of sustained efforts from top leadership in developing a positive safety culture. We conclude that dynamics related to safety culture are also affected by other components of the system such as organizational structure, training system, etc. Hence, an integrated approach considering the dynamic interactions between technology, human resources, management, and safety culture is deemed necessary to both analyze the current safety performance and design new management policies.","PeriodicalId":174886,"journal":{"name":"Strategy & Organizational Behavior eJournal","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-05-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129736978","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 5

Between a Rock and a Hard Place: Internal- and External Institutional Fit of Mne Subsidiary Political Strategy in Contexts of Institutional Upheaval 进退两难:制度剧变背景下企业附属政治战略的内外制度契合

Strategy & Organizational Behavior eJournal Pub Date : 2019-04-17 DOI: 10.2139/ssrn.3373607

Gerhard Schnyder, Dorottya Sallai

{"title":"Between a Rock and a Hard Place: Internal- and External Institutional Fit of Mne Subsidiary Political Strategy in Contexts of Institutional Upheaval","authors":"Gerhard Schnyder, Dorottya Sallai","doi":"10.2139/ssrn.3373607","DOIUrl":"https://doi.org/10.2139/ssrn.3373607","url":null,"abstract":"Recent corporate political activities (CPA) studies applying the “fit paradigm” found that foreign subsidiaries’ political capabilities in emerging markets are shaped not just by host country- but also by home country institutions: Subsidiaries of multinational enterprises (MNEs) need to develop CPA that “fit” parent political capabilities. Yet, this literature neglects that this “organizational fit” requirement goes together with an “institutional fit” requirement between subsidiary CPA and the host institutional environment. Achieving this dual fit is particularly difficult in very volatile institutional host environments where the value of political capabilities changes rapidly. In such environments subsidiaries face a dilemma between the decreasing “institutional fit” of easily transferable capabilities and the lack of “organizational fit” of necessary “sticky,” local ones. To understand how firms deal with this dilemma, we develop a typology of political capabilities that takes into account their varying transferability/stickiness and their dynamic institutional contingency in the host country. Our empirical study of Hungary shows that MNEs even from institutionally very different economies can successfully transfer political capabilities to develop effective CPA in a radically volatile political environment. Yet, as political risk becomes discontinuous, this strategy may reach its limits.","PeriodicalId":174886,"journal":{"name":"Strategy & Organizational Behavior eJournal","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-04-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131354561","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 23

Exploring Effective Data Visualization Strategies in Higher Education 探索有效的高等教育数据可视化策略

Strategy & Organizational Behavior eJournal Pub Date : 2019-01-25 DOI: 10.2139/ssrn.3322856

Aeron Zentner, Raissa Covit, D. Guevarra

引用次数: 6

Shareholder Responsibility – A Review of the Concept 股东责任-概念回顾

Strategy & Organizational Behavior eJournal Pub Date : 2018-11-18 DOI: 10.2139/ssrn.3270287

Patrick Jahnke

{"title":"Shareholder Responsibility – A Review of the Concept","authors":"Patrick Jahnke","doi":"10.2139/ssrn.3270287","DOIUrl":"https://doi.org/10.2139/ssrn.3270287","url":null,"abstract":"This paper reviews the literature on the topic of shareholder responsibility, a concept that has received surprisingly little public attention. The challenge of the present-day investment chain, in which private individuals invest in capital markets through mutual funds and ETFs, is that it further diffuses responsibility. Institutional investors in today’s ‘asset manager capitalism’ carry greater responsibility than individual investors did in the past. This conceptual paper sets out the moral foundation for shareholders’ responsibility and describes how the responsibility of shareholding is diffused along the ‘investment chain’. It finds that the overall level of shareholder responsibility has increased as a result of the institutionalization of investment. Furthermore, while the ultimate owners retain some responsibility, the majority of responsibility has been shifted to the asset managers. Amongst institutional investors, a moral case can be made that the level of responsibility increases with assets under management. This paper therefore advocates institutional investors invest in expanding their corporate governance departments in order to ensure the continuity of their social licenses to operate and to avoid incremental regulation.","PeriodicalId":174886,"journal":{"name":"Strategy & Organizational Behavior eJournal","volume":"40 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-11-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123856352","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

What Makes a Decision Strategic? Strategic Representations 什么使决策具有战略意义?战略表示

Strategy & Organizational Behavior eJournal Pub Date : 2018-11-05 DOI: 10.1287/STSC.2018.0067

Felipe A. Csaszar

引用次数: 25