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1 – 10 of over 4000Robert Sroufe and Laura Jernegan
Integrated management is the process of including environmental, social, and governance (ESG) performance in close coordination between business processes, functions, groups…
Abstract
Integrated management is the process of including environmental, social, and governance (ESG) performance in close coordination between business processes, functions, groups, organizations, and systems. In this context, decision-makers can better understand the dynamic systems in which they operate; define success based on sustainability-based performance frontier; guide decision making with strategic valuation of environmental and social guidelines; adhere to a timeline of actions that moves the enterprise toward a sustainable society; operationalize dynamic goals, for example, the UN Sustainable Development Goals (SDGs); and support processes for planning with decision analysis tools to monitor and guide change management. Information within this chapter will explore how sustainability in businesses, that is, integrated management, is already underway in leading multinational companies, and can be found within any business function, and in supply chains. The value that sustainability brings to an organization is important to understand as each day there is a growing amount of data to draw from. While 80% of the value of an enterprise is within intangibles, hundreds of ESG performance metrics are now available to researchers and practitioners to make the intangible tangible. With a look on how these ESG performance metrics and the social cost of carbon are used by practitioners and researchers, a number of research propositions call for improved financial decision analysis and a new performance frontier.
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V. Kumar, Ankit Anand and Nandini Nim
Traditionally, firms have been dependent on internal sources such as their own employees – and up to a certain extent, on some external sources, their customers – for innovation…
Abstract
Purpose
Traditionally, firms have been dependent on internal sources such as their own employees – and up to a certain extent, on some external sources, their customers – for innovation. However, in the current scenario of technological dynamism, firms are exploring multiple sources to generate ideas for innovation. Therefore, there is a need to understand the relative effect of various sources of innovations on a firm’s performance.
Methodology/approach
We offer a conceptual framework where we identify six distinct sources of innovations – firm, customers, external network, competition, macro-environment, and technology and how they create value for focal firms especially their brand equity. We introduce a taxonomy of various costs and benefits related to innovations. We then argue using our proposed taxonomy to understand the relative strengths of various sources of innovation affecting a firm’s brand equity.
Findings
We discuss and compare the relative effects of these sources of innovations on a firm’s brand equity by rank-ordering the sources. The customers and the technology as a source of innovation have the maximum impact on the firm’s brand equity followed by the marginal impact of macro-environment and external network of a firm. The firm itself has a moderate impact on its brand equity, while competition has the minimal impact. Further, we also discuss how the relationship is moderated by different innovation characteristics (nature and type of innovations).
Practical implications
The main practical implication is to create awareness among managers about various costs and benefits of the proposed six sources of innovations and their effects on brand equity. Managers would be able to prioritize their sources of innovation based on firms’ current needs, and whether to focus on lower costs or building higher brand equity in the scarce resource environment.
Originality/value
We offer a comprehensive list of six sources of innovation, build a conceptual framework wherein we discuss the relative strengths of these sources affecting brand equity.
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Jonas F. Puck, Markus Hödl, Igor Filatotchev and Thomas Lindner
We build on the resource-based view and extend entry mode research by focusing on firms’ intention to transfer different resources from the parent firm to its overseas subsidiary…
Abstract
We build on the resource-based view and extend entry mode research by focusing on firms’ intention to transfer different resources from the parent firm to its overseas subsidiary. In line with our hypotheses, we find that parent firms that plan to transfer high levels of intangible resources to their foreign subsidiaries tend to choose wholly owned subsidiaries, while firms that intend to transfer high levels of tangible resources tend to choose international joint ventures. Moreover, we find that these relationships are moderated by institutional distance. We test our hypotheses using unique primary data from a sample of 128 foreign subsidiaries in the People’s Republic of China. Our results have important theoretical implications for international business strategy research as they develop further existing entry-mode theories.
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Afshin Mehrpouya and Imran Chowdhury
In this chapter, we reexamine the notion that socially responsible behavior by firms will lead to increased financial performance. By identifying the underlying processes…
Abstract
In this chapter, we reexamine the notion that socially responsible behavior by firms will lead to increased financial performance. By identifying the underlying processes, institutional settings, and actors involved, we present a framework that is more attentive to the multiplicity and conditionality of the mechanisms operating in the often tenuous connection between firms’ social behavior and financial performance. Building and expanding upon existing analyses of the CSP–CFP linkage, our model helps to explain the mixed results from a wide range of empirical studies which examine this link. It also provides a novel theoretical account to help guide future researches that are more attentive to conditionalities and contextual contingencies.
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Jane Cote and Claire K. Latham
Non-traditional performance indicators have gained broad acceptance in recent years. We continue this discussion and contribute to the knowledge base by employing trust and…
Abstract
Non-traditional performance indicators have gained broad acceptance in recent years. We continue this discussion and contribute to the knowledge base by employing trust and commitment as two critical intangibles existing between organizations that directly and indirectly influence performance metrics. Each interorganizational contact creates a transactional history that influences cumulative perceptions of trust, that then guide outcome behavior. Using an interdisciplinary foundation, we test a causal model where formal and informal interorganizational relationship structures impact trust and commitment, which then stimulates performance outcomes. The healthcare industry provides the field context where we empirically test our model. A survey was administered to physician practice professionals to measure the theoretical dimensions of the dyad's relationship structure, including antecedents to the mediating variables, trust and commitment, and the resulting outcome constructs. Results demonstrate that relationship dynamics are vital drivers of tangible outcomes. Trust and commitment emerge as variables to be explicitly managed to improve performance.
This chapter aims to provide a comprehensive understanding of the urban outcomes of smart city projects, focusing on their primary objectives. The first objective is to facilitate…
Abstract
This chapter aims to provide a comprehensive understanding of the urban outcomes of smart city projects, focusing on their primary objectives. The first objective is to facilitate the management and flow of information, data, and resources to enhance resource efficiency, sustainability, and the quality of life for citizens and stakeholders. This chapter offers insights into the urban objectives of smart city projects within the local ecosystem, with a specific emphasis on digital and key urban outcomes. It provides an overview of the digital outcomes, including the advancement of digital systems for safety and urban monitoring, the provision of customized digital services, and the promotion of citizen engagement through digital platforms. This chapter also evaluates the environmental outcomes of smart city projects, such as improved quality of life, increased urban efficiency, and contributions to a sustainable environment. To provide a well-rounded understanding, interviews with policymakers and city managers, as well as case studies from cities like London, Medellin, Helsinki, Singapore, Girona, and San Diego, are incorporated. Furthermore, this chapter incorporates data and findings from top-tier international journals to provide a clear understanding of the impact of smart cities on the local ecosystem.
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