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Leena Ajit Kaushal

/ Frenken, K., & Schor, J. (2017). Putting the sharing economy into perspective. Environmental Innovation and Societal Transitions , 23 , 3-10 Fraiberger, S. P., & Sundararajan, A. (2015). Peer-to-peer rental markets in the sharing economy. Heinrichs, H. (2013). Sharing economy: a potential new pathway to sustainability. GAIAEcological Perspectives for Science and Society , 22 (4), 228-231. Hansen Henten, A., & Maria Windekilde, I. (2016). Transaction costs and the sharing economy. info , 18 (1), 1-15. Minifie, J. (2016). Peer

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Mosad Zineldin and Valentina Vasicheva

Abstract

The paper describes theoretically with some empirical evidences the decision and result of strategic alliance as a relationship between people or as a love affair and a commitment to marriage which is ideally, based on shared interest, love, mutual trustworthiness, and commitment to continue the relationship. The main point is that, just as successful human marriages require clarity of needs, purpose, maturity, preparation, patience, nurturing, flexibility, commitment, trust, and compromise, so too will such prerequisites apply to successful organizational strategic alliance relationships. The main task of this conceptual research is to identify the reasons for failures (non-sustainability) of strategic alliances to answer the question of why do they fail. The problem will be later on (phase 2) analysed taking into consideration different industry sectors located in different countries

Open access

Bożena Ryszawska

References Digital Innovation in Bank, Intel, Red Hat, 2016, https://www.sifma.org/resources/general/digital-innovation- in-banks-it-infrastructure-modernization-accelerates-progress (access 10.03.2017). Geels F.W., 2011, The multi-level perspective on sustainability transitions: Responses to seven criticisms, Environmental Innovation and Societal Transitions, vol. 1, no. 1, pp. 24-40. Geels F.W., 2013, The impact of the financial-economic crisis on sustainability transitions: Financial investment, governance

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Prasert Suttiprasit

References British Retail Consortium. (2005). BRC Global Standard – Food. London: TSO. Codex Alimentarius Commision. (2003). Recommended International Code of Practice General Principles of Food Hygiene: CAC/RCP 1-1969, Rev. 4-2003. Joint FAO/WHO Food Standards Programme, Rome: FAO. Department for Environment, Food and Rural Affairs. (2006). Food Industry Sustainability StrategyDepartment for Environment, Food and Rural Affairs, UK. Integrated Management Systems (IMS): Case Studies In Sustainability And Generating Cost Savings And Process Improvements

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Anna Rymaszewska

, Vol.24, No.10, pp. 994-1011. Liker, J. K. (1994), The Toyota Way: 14 Management Principles from the World's Greatest Manufacurer. New York, McGraw-Hill. Mann, D. (2010), Creating a Lean Culture. Tools to Sustain Lean Conversions. Boca Raton, CRC Press. Motwani, J. (2003), “A business process change framework for examining lean manufacturing: a case study”, Industrial Management & Data Systems , Vol.103, No.5, pp.339-346. Peteraf, M. A. (1993), “The cornerstones of competitive advantage: a resource-based view”, Strategic Management Journal , Vol.14, No

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Mohamad Ishak Bin Mohamad Ibrahim and Mashkuri Bin Yaacob

Management, Vol. 23 Iss: 6 pp. 625–646. Ravi S. Behara, David E. Gundersen, (2001), “Analysis of quality management practices in services”, International Journal of Quality & Reliability Management, Vol. 18 Iss: 6 pp. 584–604. Seaver, M. (2003), “Handbook of Quality Management”, 3 rd Edition, Gower Publishing. Svensson,G (2006) “Sustainable quality management: A strategic perspective”, The TQM Magazine, Vol. 18 No. 1, pp. 22-29.

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John Peters

, HarperCollins, 2005 Reichheld, Frederick; and Sasser Jr, W Earl, Zero Defections: Quality comes to services, Harvard Business Review, September 1990 UN Global Compact-Accenture CEO Study 2010, A new era of Sustainability, www.unglobalcompact.org

Open access

Samuel K. M. Ho

2008), “From 5-S to Business Excellence” , Quest for Quality On-line Magazine , Middle East Quality Association, Middle East. http://www.meqa.org/mag/q4q/index.htm Ho, S. K. M. (Jun 2007), “Business Excellence through 5-S and 6-Sigma”, Proceedings of the Oxford Business & Economics Conference, Int. Journal of Business & Economics , University of Oxford, UK. Ho, S. K. M. (Mar 2010), “Integrated Lean TQM Model for Global Sustainability & Competitiveness”, TQM Journal , Vol.22, I.2, Emerald, UK. (Best Paper Award – 2010) ISO (2008), ISO 9000:2008 Quality

Open access

Corina Pelau and Alexandra-Catalina Chinie

. 3. Bointner, R. (2014). Innovation in the energy sector: Lessons learnt from R&D expenditures and patents in selected IEA countries, Energy Policy, 73, 733-747. 4. Boons, F., Montalvo, C., Quist, J., Wagner, M. (2013). Sustainable innovation, business models and economic performance: an overview, Journal of Cleaner Production, 45, 1-8. 5. European Commission (2016): European Innovation Scoreboard 2016, available online at: http://ec.europa.eu/DocsRoom/documents/17823 , accessed on: 19.10.2016 [Dataset]. 6. Eurostat (2016a) Sustainable

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Taina Savolainen and Palmira López-Fresno

Abstract

In the environment of continuous change today, trust is needed more in most organizations but is enacted less. This paper discusses trust in leadership. Trust is the essence of leadership forming a foundation for functioning relationships and co-operation. Trust is intangible asset, a managerial skill, and an influencing power for leaders. Leadership by trust emphasizes trustful behavior towards employees. It can be defined as an interactive way of leading organizations for effectiveness and profitability. In this paper, we suggest that, it is trustworthiness in leader behavior that matters. Showing trustworthiness by competence, integrity, benevolence, and credibility makes a difference in daily leadership work and sustaining innovations. This paper focuses on how leaders enact on trust by showing trustworthiness to subordinates. Real life case examples are presented and their implications are discussed. In conclusion, leadership by trust matters in building innovative work environment. As to untrustworthy leader behavior, it is worth noting that building and sustaining trust is reciprocal in nature. A practical implication for leaders is that the development of an awareness of trustworthiness and skills for demonstrating it should be a top priority in the current business environment, which demands strong interaction, cooperation, and communication abilities.