Corporate Governance & Management eJournal最新文献_第6页

Evidence-Based Management for Entrepreneurial Environments: Faster and Better Decisions with Less Risk 创业环境的循证管理:以更低的风险做出更快更好的决策

Corporate Governance & Management eJournal Pub Date : 2010-03-01 DOI: 10.2139/ssrn.1564422

J. Pfeffer

引用次数: 8

Exploring the Remuneration ‘Black Box’: Establishing An Organizational Learning Insight into Changing Remuneration Committee ‘Social Worlds’ 探索薪酬“黑箱”:建立对薪酬委员会“社会世界”变化的组织学习洞察

Corporate Governance & Management eJournal Pub Date : 2010-02-19 DOI: 10.2139/ssrn.1562647

Andrew D. Rowe, L. Liu

引用次数: 1

Assessing the Impact of Public Venture Capital Programs in the United Kingdom: Do Regional Characteristics Matter? 评估英国公共风险投资项目的影响:地区特征重要吗?

Corporate Governance & Management eJournal Pub Date : 2010-01-20 DOI: 10.2139/ssrn.1539384

F. Munari, L. Toschi

引用次数: 39

Social Entrepreneurship - A Model for Sustainable Value Creation 社会企业家精神——可持续价值创造的模式

Corporate Governance & Management eJournal Pub Date : 2010-01-11 DOI: 10.2139/ssrn.1535146

M. Pirson

引用次数: 7

New Approaches to Measuring Management and Firm Organization 衡量管理和企业组织的新方法

Corporate Governance & Management eJournal Pub Date : 2010-01-08 DOI: 10.2139/ssrn.1533438

J. Van Reenen, N. Bloom

引用次数: 10

Agency Theory Revisited: CEO Returns and Shareholder Interest Alignment 重新审视代理理论:CEO回报与股东利益的一致性

Corporate Governance & Management eJournal Pub Date : 2009-10-02 DOI: 10.5465/AMJ.2010.54533188

Anthony J. Nyberg, Ingrid Smithey Fulmer, B. Gerhart, Mason A. Carpenter

引用次数: 257

The Value Sphere: The Corporate Executives' Handbook for Creating and Retaining Shareholder Wealth (4th Edition) 价值领域:企业高管创造和保留股东财富手册(第四版)

Corporate Governance & Management eJournal Pub Date : 2009-08-07 DOI: 10.1142/7366

John A. Boquist, Todd Milbourn, A. Thakor

引用次数: 0

ERP Project’s Internal Stakeholder Network and How It Influences the Project’s Outcome ERP项目的内部干系人网络及其对项目结果的影响

Corporate Governance & Management eJournal Pub Date : 2009-07-29 DOI: 10.2139/ssrn.1440687

Kristian Jääskelainen, L. Pau

{"title":"ERP Project’s Internal Stakeholder Network and How It Influences the Project’s Outcome","authors":"Kristian Jääskelainen, L. Pau","doi":"10.2139/ssrn.1440687","DOIUrl":"https://doi.org/10.2139/ssrn.1440687","url":null,"abstract":"So far little effort has been put into researching the importance of internal ERP project stakeholders’ mutual interactions, realizing the project’s complexity, influence on the whole organization, and high risk for a useful final outcome. This research analyzes the stakeholders’ interactions and positions in the project network, their criticality, potential bottlenecks and conflicts. The main methods used are Social Network Analysis, and the elicitation of drivers for the individual players. Information was collected from several stakeholders from three large ERP projects all in global companies headquartered in Finland,together with representatives from two different ERP vendors, and with two experienced ERP consultants. The analysis gives quantitative as well as qualitative characterization of stakeholder criticality (mostly the Project Manager(s), the Business Owner(s) and the Process Owner(s)) , degree of centrality, closeness , mediating or bottleneck roles, relational ties and conflicts (individual, besides those between business and project organizations) , and clique formations. A generic internal stakeholder network model is established as well as the criticality of the project phases. The results are summarized in the form of a list of recommendations for future ERP projects to address the internal stakeholder impacts .Project management should utilize the latest technology to provide tools to increase the interaction between the stakeholders and to monitor the strength of these relations. Social network analysis tools could be used in the projects to visualize the stakeholder relations in order to better understand the possible risks related to the relations (or lack of them).","PeriodicalId":347848,"journal":{"name":"Corporate Governance & Management eJournal","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-07-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121193154","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: 7

An Analysis of Social Enterprises Governance Models Through a Comparative Study of the Legislation of Eleven Countries 从11个国家的立法比较看社会企业治理模式

Corporate Governance & Management eJournal Pub Date : 2009-07-01 DOI: 10.2139/ssrn.1479653

Claudio Travaglini, Federica Bandini, K. Mancinone

{"title":"An Analysis of Social Enterprises Governance Models Through a Comparative Study of the Legislation of Eleven Countries","authors":"Claudio Travaglini, Federica Bandini, K. Mancinone","doi":"10.2139/ssrn.1479653","DOIUrl":"https://doi.org/10.2139/ssrn.1479653","url":null,"abstract":"Social Enterprise is increasingly becoming a pressing area of study in European faculties, and likewise, a broad range of literature has been produced on the various, relating arguments. One of the aspects least focused upon, however, regards the issue of governance; which is a fundamental aspect when defining a type of governing system that could lead to an improvement in the efficiency and effectiveness of social enterprises. The need to combine both social and economic aims in the decision making process also emphasizes the importance of stakeholder participation. Furthermore, seeing as how social enterprises work in an environment of high public involvement, whether it be with public entities or with the community as a whole, issues such as business administration and activity supervision, come to be of high importance. The production of social utility goods and/or services is directed toward a plurality of local actors, which are to be furthermore guaranteed a high level of accountability and transparency. This paper explores governance through an in-depth analysis and comparison of the legislation of eleven countries on social enterprise or social cooperatives (Belgium, Finland, France, Greece, Italy, Latvia, Lithuania, Poland, Portugal, Spain, and United Kingdom).","PeriodicalId":347848,"journal":{"name":"Corporate Governance & Management eJournal","volume":"42 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128173460","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: 9

How to Combine a Group Strategy with Subsidiary Governance? 集团战略与子公司治理如何结合?

Corporate Governance & Management eJournal Pub Date : 2009-06-28 DOI: 10.2139/ssrn.1426806

J. Strikwerda

{"title":"How to Combine a Group Strategy with Subsidiary Governance?","authors":"J. Strikwerda","doi":"10.2139/ssrn.1426806","DOIUrl":"https://doi.org/10.2139/ssrn.1426806","url":null,"abstract":"The traditional policy of most multinational corporations (MNC) with respect to their subsidiary boards was or even still is to reduce these boards through composition, information and superseding these through an integrated management system to the bare local legal requirements and not having these play a role in the control of the firm. As far subsidiary boards play a role in the control it is for ownership control, not for (value creating) coordination control. Although this policy appears to be reinforced by requirements induced by the international finance market to the governance of firms, especially the requirement to be in-control, and by NGOs with respect to social accountability, two other opposing forces can be identified. First is that immobile local sources and the emancipation of host country’s political and economic system increase the power of subsidiary boards. Second is that the changing strategies of MNCs, new operating models, mobility of people as resources and the declining costs of information, force MNC to switch from resource allocation and its corresponding type of control to resource mobilization. Thus creating up the need to include the boards of subsidiaries in the process of coordination control, not just ownership control. This will MNCs make to reconsider the tasks, roles, composition and the powers of their subsidiary boards.","PeriodicalId":347848,"journal":{"name":"Corporate Governance & Management eJournal","volume":"77 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-06-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124684588","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: 1