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Product Portfolio Management: An Important Business Strategy

Abstract

The aim of this article is to provide reader with a comprehensive insight on the theories, empirical findings and models of Product Portfolio Management (PPM) during new product development. This article will allow for an in-depth theoretical approach on PPM and demonstrate to managers the importance of adopting PPM as business strategy during decision making. The objective of this paper is to present a literature review of models, theories, approaches and findings on the relationship between Product Portfolio Management and new product development. Relevant statistical trends, historical developments, published opinion of major writers in this field will be presented to provide concrete evidence of the problem being discussed.

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ISO 26000 – An Integrative Approach of Corporate Social Responsibility

-91. Friedman, M. (1970). The Social Responsibility of Business is to Increase its Profits Milton The New York Times Magazine September 13, pp. 32-33, 122, 126. Hahn, R. (2013). ISO 26000 and the standardization of strategic management processes for sustainability and corporate social responsibility. Business Strategy and the Environment , 22 (7), 442-455. Hahn, R., and Weidtmann, C. (2016). Transnational Governance, Deliberative Democracy, and the Legitimacy of ISO 26000 Analyzing the Case of a Global Multistakeholder Process. Business & Society , 55 (1

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Juxtaposition of Organizational Competitive Factors and Performance Evaluation in Conjunction with Their Implications for HRM in MNCs: Part Two, Statistical Correlation Analysis within the Polish Findings

Abstract

Objective – The main goal of the paper is to determine whether there are any identifiable patterns of HRM perceptions and practices when the factors recognized as the companies’ competitive advantages and results of their performance outcomes are juxtaposed in conjunction with their implications for HRM.

Methodology – The research was conducted in five Central and Eastern (CE) countries. The data collected from this region is used to provide a broader comparative context (descriptive statistics) as presented in the earlier article in this volume. This second part provides a more detail correlational analyses conducted on the data coming exclusively from local subsidiaries of MNCs operating in Poland.

Findings - In Poland the higher the appraisal of the quality of workforce and the quality of management as the competitive factors at the same time, the higher the level of decentralization. The correlation analysis in the scope of particular areas of performance evaluation and the ratings of critical subfunctions of HR in Poland allow to identify some general patterns.

Value added – The research has certain theoretical significance because its results provide some knowledge about the specificity of HRM in local subsidiaries of MNCs operating CE, and particularly exemplifying some regularities within HRM appearing in Poland. Furthermore, it identifies some patterns of HRM perceptions and practices at the local level of MNCs both in CE and Poland, and especially when the factors recognized as competitive advantages of local subsidiaries and the results of performance evaluations of these subsidiaries are reported in conjunction with their implications for HRM. All this makes an empirical contribution to knowledge about SIHRM in MNCs.

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Juxtaposition of Organizational Competitive Factors and Performance Evaluation in Conjunction with Their Implications for HRM in MNCs: Part One, Contextual Review and Comparison of Central European and Polish Findings

Abstract

Objective – The main goal of the paper is to determine whether there are any identifiable patterns of HRM perceptions and practices when the factors recognized as the companies’ competitive advantages and results of their performance outcomes are juxtaposed in conjunction with their implications for HRM.

Methodology – The research was conducted in five Central European (CE) countries. The data collected from this region is used to assess the comparative context (descriptive statistics) for more detail correlational analyses conducted on the data coming exclusively from local subsidiaries of multinational corporations (MNCs) operating in Poland. This Polish data analysis is presented in a second article published in this volume.

Findings - The average values of performance evaluations gain slightly better scores in Poland than in CE. The HQ of MNCs exert less influence on HRM practices at the local level in Poland than an average of the overall CE region.

Value added – The research has theoretical significance because its results provide new evidence about the specificity of HRM in local subsidiaries of MNCs operating in the CE region. Furthermore, it identifies some patterns of HRM perceptions and practices at the local level of MNCs both in CE and Poland, and especially when the factors recognized as competitive advantages of local subsidiaries. The results of performance evaluations of these subsidiaries are juxtaposed in conjunction with their implications for HRM. All this makes a real and specific contribution to knowledge about strategic international HRM in MNCs.

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The Changes of Russia’s Business Strategies and their Influences on Mutual Foreign Trade with the EU during the Economic Crisis

Abstract

The paper analyses the economic situation in Russia during the economic crisis, with a focus on foreign trade relations and changes that have occurred in this period and try to direct the country towards modernization type of economic growth. The change to Russia’s foreign trade policy and investment climate associated with its accession to the WTO play an important part. This membership influenced not only tariff reduction, but at the same time it is a prerequisite for gradual improvement of country’s investment and business environment as well as increasing of its attractiveness. It is also expected to increase the effectiveness of the above mentioned processes of modernization and diversification of the Russian economy. The presented solution is the evaluation of these matters´ impacts on mutual cooperation and on Russia’s foreign trade relations with the EU.

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Induction Strategy of Igbo Entrepreneurs and Micro-Business Success: A Study of Household Equipment Line, Main Market Onitsha, Nigeria

. Retrieved on from: http://www.cartierwomensinitiative.com/docs/Ethiopian_women_entrepreneurs_ILO.pdf , accessed on: November 2015. Karvin, D. F. (2013). Female entrepreneurship and the new venture creation – An international overview. Abingdon, Oxon, UK: Routledge Milton Park. Kotey, B.; Meredith, G. G. (1997). Relationships among owner / manager personal values, business strategies, and enterprise performance. Journal of Small Business Management 35(2): 37–64. Maliga, S. (2013). Igbos dominates economically in Lagos because Yoruba’s are lazy

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Business Cooperations Along the Supply Chain

Abstract

Cooperation between and within the companies can be an important success factor. Based on trust, companies at present have created formal and informal network structures in which cooperation between them plays a special role. In the present times, the economic importance of supply chains can be observed in almost every industry regardless size: multinational companies and even small and medium-sized enterprises are actively involved in global value-creating chains. More and more business leaders recognize that when consumers are about to decide on their purchases, not just performance of a company is evaluated but that of the entire supply chain and supply network. Forms of cooperation in the supply chain affect the companies in several ways: we can investigate its impact on growth, operation and thus, on the effectiveness of the supply chain and competitiveness. Both cooperation between and within companies are important in creating the ultimate value added. This paper aims to explore the functional fields in which companies cooperate with each other, i.e. how and in what manner they are connected to each other. Results and conclusions are based on in-depth interviews and a questionnaire filled in by companies in Hungary.

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The implementation of selected elements of the CSR concept on the example of agribusiness enterprises from Warmia and Mazury

. 12. Sysko-Romańczuk S., Roszkowska P., Niedźwiecka A. (2012), Odpowiedzialność biznesu. Teoria i praktyka, “Management and Business Administration, Central Europe”, marzec-kwiecień. 13. The Ten Principles, United Nations, The Global Compact, www. unglobalcompact.org (18.12.2013 - data dostępu). 14. Velford R., Gouldson A. (1994), Environmental management and business strategy, Pitman Publication, London. 15. Żemigała M. (2007), Społeczna odpowiedzialność przedsiębiorstwa. Budowanie zdrowej, efektywnej organizacji, Wyd

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The Emerging Outline of Selected HRM Business Practices In MNC In Central Europe – The Empirical Research Findings

? The International Journal of Human Resource Management, Vol. 21 No 7. Stor, M., (2008) Strategie personalne zarządzania kadrą menedżerską , in: T. Listwan, M. Stor (ed.), Zarządzanie kadrą menedżerską w organizacjach międzynarodowych w Polsce . Wydawnictwo Uniwersytetu Ekonomicznego we Wrocławiu, Wrocław. Stor, M. (2011) Strategiczne międzynarodowe zarządzanie zasobami ludzkimi. Wydawnictwo Uniwersytetu Ekonomicznego we Wrocławiu. Wrocław. Stor, M. (2013), Business strategies of MNCs and undervalued areas of HRM in the time of global economic

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Are Cooperative Banks Better Equipped to Weather Financial Crisis than their Commercial Counterparts? Evidence from the Italian Banking Sector before and during the Credit Crisis

Abstract

Background and Purpose: The aim of this paper is to empirically investigate the performance of different types of Italian banks before and during the recent credit crisis with an emphasis on the behaviour of cooperative banks. It is well established in theory that cooperative banks follow more conservative business strategies and care more for stakeholders in comparison to commercial banks. On this background, the paper tries to show the empirical effects of those characteristics on the cooperative bank’s performance during financial distress compared to commercial banks. In fact, the paper can prove that Italian cooperative banks were less exposed to the shocks of the crisis and showed a better performance.

Methodology: In order to assess whether cooperative banks performed differently at all from commercial banks during the 2005-2012 period, return on average assets (ROAA), cost efficiency and loan quality have been investigated by means of a sample of 594 Italian banks, pooled OLS and (when possible) a fixed effects estimator.

Results: Overall, Italian cooperative banks performed better than other Italian banks during the financial crisis. The quality of loans deteriorated less in these banks than in others, while no significant differences have been observed in terms of ROAA and cost efficiency between these and other banks.

Conclusion: My paper provides empirical evidence for a well established theoretically derived hypothesis: Italian cooperative banks operate differently than standard commercial banks which is especially noticeable during times of crisis. The fact empirically demonstrated that different banking models have shown different reactions to the financial crisis and economic downturn has important policy implications. Due to both characteristics of cooperative banks and severe limitations in the financial policies by the Italian government during the credit crisis an ironical pattern has emerged: While Italian cooperative banks were less exposed to the shocks of the crisis, they would have been less able to adjust to them since the financial rescue program was designed primarily for commercial banks.

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