{"title":"Working Paper Series: Philosophy and Knowledge: Reflexion on a Flexible Management Method.","authors":"M. Fascia","doi":"10.2139/ssrn.3337115","DOIUrl":"https://doi.org/10.2139/ssrn.3337115","url":null,"abstract":"In this discussion, we reflect on the value given to knowledge in a businesscontext and deliberate a contrary philosophical perspective which does notconform to prevailing knowledge theory. We consider why, if knowledge iskey for business success and competitive advantage, the transfer ofknowledge within an organisation remains problematic. Whereby, if thecreation of knowledge before transfer is recognised is a significant factor indetermining a starting point for analogous scrutiny, then what makes thisfocal point so difficult to establish and measure?We therefore consider parallelism between agents who believe propositionsand the formal system that derives proposition. In doing so, we synthesisefrom current literature and research, the epistemic principal of ‘knowledge’,which underpins the understanding of the many congruent knowledgetransfer theories, in a business context. To do this we reflect on Lindströmand the epistemic states of Spohn, wherein, we can draw on descriptions ofconditional doxastic maps, as a natural extension of contemporary Kripkemodels. We conclude the epistemic principle of ‘knowledge’, whichunderpins the plausibility of comparisons between epistemicallydistinguishable knowledge transfer, must include perspectives and doyennesfrom a recognisable, not implied, value standpoint","PeriodicalId":305845,"journal":{"name":"CGN: Management & Strategy Practice (Topic)","volume":"47 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-02-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131915885","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}
{"title":"Applying Relational Governance to Private Investment in Public Infrastructure","authors":"S. In, Rajiv Sharma, Ashby H. B. Monk","doi":"10.2139/ssrn.3000166","DOIUrl":"https://doi.org/10.2139/ssrn.3000166","url":null,"abstract":"Private participation in public infrastructure is expected to bring operational efficiency gains and diversified access to large pools of financial capital. However, due to the heterogeneous and politically salient nature of infrastructure, the financial performance of infrastructure is often hindered by misaligned stakeholder interests and frequent governmental interventions. This study takes a new approach in examining the challenges of private investment in infrastructure by applying relational governance analysis to the infrastructure firm or asset. Although relational governance can encompass economic, legal, sociological and psychological governance perspectives, we borrow MacNeil (2000)’s two distinct definitions of “relational”; firstly, one that refers to the socio-political influences on the exchange and the other that refers to the continuing nature of contracts. These two aspects are correlated to each other in an inverse relationship; when socio-political understanding breaks down, the need of contract enforcement rises, and vice versa. This inverse relationship is illustrated in two contrasting airport infrastructure cases – British Airport Authority (BAA) and Auckland International Airport Ltd. (AIAL). For instance, the regulatory backlash that followed the acquisition of BAA reveals the need for socio-political understanding to manage interpersonal and inter-organizational dynamics among investors, management bodies, airport users, and the local community. In contrast, the AIAL case shows how the government can play – and did play – a central role in building strategic and national consensus, leading to favorable outcomes. This paper thus suggests that a deep understanding of socio-political interactions and wider political economic contexts can help overcome the shortfalls of the governance structure created by formal contracts.","PeriodicalId":305845,"journal":{"name":"CGN: Management & Strategy Practice (Topic)","volume":"33 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123331591","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}
{"title":"Are Revived Customers as Good as New?","authors":"S. Gopinath, Robert C. Blattberg, E. Malthouse","doi":"10.2139/ssrn.1356851","DOIUrl":"https://doi.org/10.2139/ssrn.1356851","url":null,"abstract":"Customers come and go, and some return. Is their behavior the same, better or worse when they return? To answer this we first define revived customers in a non-contractual setting. Next, we compare the purchasing behavior of revived customers before and after the period of inactivity. The Customer Lifetime Value (CLV) models in the targeting literature make the implicit assumption that the buying behavior of revived customers is the same as the buying behavior of active customers (Equality Assumption). The third objective of our study is to investigate whether this assumption holds or not. For our analyses, we use an extended Pareto/NBD model. We have three main findings from our study. First, we find that revived customers exist in non-contractual settings. Second, we show that higher past purchase frequency (strongly habitual) customers have greater consistency in purchasing behavior than lower past purchase frequency (weakly habitual) customers. The final key finding is that the equality assumption is not valid for, i.e., revived customers have different purchasing behavior than active customers.","PeriodicalId":305845,"journal":{"name":"CGN: Management & Strategy Practice (Topic)","volume":"33 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127737795","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}
{"title":"Integration Due Diligence: Setting the Stage for Value Creation","authors":"H. Hoeber, L. Bourgeois","doi":"10.2139/ssrn.1463552","DOIUrl":"https://doi.org/10.2139/ssrn.1463552","url":null,"abstract":"Successful acquirers plan PMI prior to closing, conducting due diligence on the many elements that must be combined, adopted, changed or eliminated as part of the post-merger value-capture activities. Integration due diligence includes strategy, architecture, plumbing-and-wiring, and culture. Post merger integration action items fall into one or more of these categories. In strategy, the acquirer must decide on a target based on corporate strategy, capabilities, financial valuation, and cultural fit. The basic questions are, 'Why are we doing this?' and, 'What is our vision for the combined entity?' Architecture is the actions taken to design the new company, to staff the new positions, and to communicate the changes to staff. In the optimum case, the architectural decisions are derived using detailed knowledge of the overall strategy, and these blueprints are transmitted to the teams responsible for the plumbing and wiring (next paragraph). The basic questions here are, 'What is the new organization structure?' 'Who is in charge of what?' 'How much of the new organization should be absorbed versus held intact?' and, 'What messages do we communicate to which stakeholders, how, and when?' Plumbing & Wiring consist of the physical changes needed to connect two companies into a new single entity. This includes combining IT systems, HR benefits, real estate, and supply chains. The questions here are, 'How do we connect the pipes and wires?' 'How do we manage the details of this project?' and, 'How fast do we move?' The final element, central to the other three, is culture, values, traditions, security, and identity. Cultural issues can add enormous significance to issues that might otherwise seem insignificant. To the extent that values, identity, or personal security are threatened, it is natural that potentially destructive political behavior raises its head and can jeopardize the successful integration of any acquisition.","PeriodicalId":305845,"journal":{"name":"CGN: Management & Strategy Practice (Topic)","volume":"63 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-08-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132168734","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}
{"title":"Moral and Social Dimensions of Management","authors":"J. Shrestha","doi":"10.2139/ssrn.1366924","DOIUrl":"https://doi.org/10.2139/ssrn.1366924","url":null,"abstract":"An organization's morality is not a stand-alone field; rather it needs to be woven in every level of the business. In today's competitive society, organizations are torn between the drive to increase profits, thereby pleasing shareholders and the desire to act ethically, which satisfies buyers and other stakeholders. Freedom and wealth are two major factors involved when organizations are faced with conflicting decisions regarding ethics and economics. Wealth is a means to achievement and freedom, not an end in itself. As a result, organizations can achieve both profitability and fairness through ethical business practices. Organizations must practice restraint when tempted by short term gains and remain focused on long term profits that can result from ethical behavior. Over viewing the uncompromising world of business and trade, it has been very important to study the moral and social dimensions through the perspective of the four functional areas of management.","PeriodicalId":305845,"journal":{"name":"CGN: Management & Strategy Practice (Topic)","volume":"72 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133833894","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}
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