Thematische Bibliographien / Business investing management leadership management science

Auswahl der wissenschaftlichen Literatur zum Thema „Business investing management leadership management science“

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Veröffentlicht am 26. Juli 2024

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Zeitschriftenartikel zum Thema "Business investing management leadership management science"

Scheepers, Caren, Lyal White und Adrian Kitimbo. „Political economy of Malawi: contextual leadership in expanding entrepreneurial businesses“. Emerald Emerging Markets Case Studies 7, Nr. 4 (20.10.2017): 1–28. http://dx.doi.org/10.1108/eemcs-03-2017-0039.

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Subject area Leadership; Political Economy; Strategy; Entrepreneurship. Study level/applicability Masters in Business Administration (MBA); MPhil in Strategic Leadership. Case overview On 5 February 2016, South African entrepreneur Jannie Van Eeden faced a dilemma about whether to expand his current businesses or not. He had to choose between focusing exclusively on hospitality and tourism or dividing his time and resources between the tourism business and expanding his existing logistics business. Expansions to his logistics business would entail investing in a warehouse and supplying fresh produce to the lodges in the wider area of Lake Malawi where he was based. Van Eeden realised that he needed to take into account the political economy of Malawi in unpacking the contextual variables related to his decision. Various stakeholders’ roles are illustrated in the case, for example the government’s role in enabling entrepreneurial businesses as well as the investments made by foreign organisations and international donors. Expected learning outcomes Development of leaders who can take contextually intelligent decisions. Insights into conducting Political Economy analysis to enable doing business in Africa. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 7: Management Science.

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Zelenin, Vsevolod. „Coaching in the Development of Leadership Qualities of Heads of Ukrainian Business Organizations in the Conditions of War“. International Journal of Professional Business Review 8, Nr. 5 (29.05.2023): e01774. http://dx.doi.org/10.26668/businessreview/2023.v8i5.1774.

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Purpose: The article aims to analyze the possible development of managerial and leadership skills of managers of business organizations through variable coaching models, the practice of which confirms their effectiveness and feasibility. Theoretical framework: The development of coaching to improve the quality of leadership and management skills of managers of Ukrainian business organizations is important for achieving economic stability in Ukraine and ensuring a sustainable macroeconomic environment. In particular, the use of coaching is becoming increasingly popular due to the potential for stabilizing the corporate sector through effective management. Design/methodology/approach: While writing the article, materials from periodicals on the organization of the coaching process and its dissemination as a practice of developing managerial skills of business organization managers were used. Findings: The article focuses on the functioning of the Ukrainian economy and key areas for focusing on the use of coaching as a tool for investing in improving the quality of business environment management and possible further development. The use of coaching is a priority area of research, as the application of this practice can be a factor in improving the quality of management of a business organization. Research, Practical & Social implications: Based on leadership skills and characteristics, managers of business organizations use innovative means of management, which is made possible through coaching programs. The key aspects of coaching and opportunities for its improvement in the context of the global environment are outlined. The development of leadership skills and managerial abilities of managers of business organizations will serve as a factor in the sustainable operation of the Ukrainian corporate sector, which is in difficult conditions due to the threat of hostilities. Originality/value: The results of the study can be used by modern managers of Ukrainian business organizations to improve management practices and ensure the stability of the functioning of structural units at the operational level.

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Paul J. Walls. „Investing In Human Capital: Achieving Organizational Competitiveness Through Gamification“. ENDLESS : International Journal of Future Studies 4, Nr. 1 (11.01.2021): 1–7. http://dx.doi.org/10.54783/endless.v4i1.34.

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To achieve success for companies starting in gamification, the first design point is to motivate players to achieve their goals – and those goals should overlap with the business goals. – Brian Burke (2013). Human capital is the key to organizational competitiveness. Human resource management is concerned with the management of people within organizations. The field is primarily concerned with the selection, training and development and leadership of human resources. Human Resource Management is a science because experimental and field studies are conducted to explore how best to utilize human resources as a competitive advantage. In his book, Competitive Advantage Through People, Jeffrey Pfeiffer (1994) explains that organizations can gain a competitive advantage through their employees by ensuring that they use the best talent management strategies to identify, promote and sustain top talent within the organization. Pfeiffer argues that organizations have become complacent about the impact of employees on organizational effectiveness and that organizations need to be aware that one of the biggest assets they have is through the people who work for them; this leverage of people provides organizations with a competitive advantage. Human Resources professionals act as consultants to organizations to help them create effective systems that leverage this talent. For example, an HR consultant can provide organizations with strategic performance appraisal systems that allow organizations to provide feedback to all employees and to also identify top employees in order to reward them through compensation and promotion.

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Mustafa Abro, Ali, Ayaz Ali Maitlo, Doolah Darya Khan Mughal, Sapna Sangah und Indra Mughal. „Mediating Role of Financial Literacy in Relationship of Factors Affecting the Money Management Skills“. Journal of Asian Development Studies 13, Nr. 1 (28.02.2024): 626–42. http://dx.doi.org/10.62345/jads.2024.13.1.52.

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In the contemporary era characterized by rapidity, it is anticipated that undergraduate students will assume leadership positions across several domains, including business and Nations. To excel in these positions, individuals must demonstrate robust financial decision-making abilities. These abilities are crucial for making prudent financial choices that may significantly influence their professional and personal life. Nevertheless, it is worth noting that the emphasis on money-management skills in developing nations is often confined to functional financial literature. This body of literature provides technical knowledge about budgeting and investing, although it may not include other variables that influence the process of making financial decisions. This study aims to determine the mediating role of financial literacy in factors affecting money management skills. The research used a quantitative methodology. A questionnaire was administered to three distinct groups of students, including computer science, English Language and Literature, and business students, at the Sindh University campus in Larkano, Pakistan. The results showed that economic and psychological factors rather than social factors significantly impact money management skills. The mediation results show that financial literacy has a mediating relationship between psychological factors and money management skills rather than economic and social factors.

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Alshammari, Khalid H., und Abdulhamid F. Alshammari. „Managing digital transformation in a global environment: The role of national culture“. Revista Amazonia Investiga 12, Nr. 68 (20.10.2023): 112–25. http://dx.doi.org/10.34069/ai/2023.68.08.11.

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In today's fast-changing business environment, digital transformation has become an essential strategic imperative for companies seeking to maintain a competitive edge. However, research on the effect of national culture on digital transformation is lacking. This study seeks to address this gap by investigating the effect of national culture on digital transformation, with a focus on the mediating role of digital competencies and information system management practices, as well as the moderating effect of leadership. 250 managers and employees with digital transformation experience across various industries in Saudi Arabia were surveyed. Structural equation modeling (SEM) was employed to analyze and test the research hypotheses. The findings demonstrate that national culture significantly affects digital transformation, with digital competencies and information system management practices acting as mediators. Furthermore, the study discovered that leadership plays a moderating role in the relationship between national culture and digital transformation. The positive impact of national culture on digital transformation is amplified when there is a transformational leadership style in place. These insights hold significant implications for organizations embarking on digital transformation initiatives, emphasizing the importance of fostering a culture encourages digital innovation and risk-taking, investing in digital capabilities and effective information system management, and nurturing transformational leadership to drive successful digital transformation efforts.

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Dold, Luzian, und Christian Speck. „Resolving the productivity paradox of digitalised production“. International Journal of Production Management and Engineering 9, Nr. 2 (28.07.2021): 65. http://dx.doi.org/10.4995/ijpme.2021.15058.

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Although Industry 4.0 and other initiatives predict widespread adoption of digitalised technology on the factory floor, few companies use new digitalised production technology holistically in their ecosystems; in practical implementation, companies often decide against digitalisation for financial reasons. This is due to a paradox (akin to the so called “productivity paradox”) caused by the complexity of value creation and value delivery within digitalised production. This article analyses and synthesises cross-disciplinary research using a grounded theory model, thus offering valuable insights for businesses considering investing in digitalised production. A qualitative model and an associated toolbox (complete with tools for practical application by business leaders and decision-makers) are presented to address organisational uncertainty and leadership disconnect that often contribute to the paradoxical gap between digital strategy and operational implementation.

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Boychuk, Yaryna, Artem Kornetskyy, Liudmyla Kryzhanovska, Andrew Rozhdestvensky und Yaryna Stepanyuk. „Promprylad.Renovation: impact investing in emerging markets“. Emerald Emerging Markets Case Studies 11, Nr. 2 (16.08.2021): 1–16. http://dx.doi.org/10.1108/eemcs-04-2020-0114.

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Learning outcomes The learning outcomes of this paper is as follows: to structure the impact investing phenomenon and distinguish it from traditional investing or philanthropy, including the motivation of investors in impact investing projects; to analyse stakeholders in impact investing projects according to four main categories; to structure the implementation model of the theory of change in the context of impact investing; to build managerial decisions concerning the development of impact investing projects in crisis situations. Case overview/synopsis The case describes the development path of the Promprylad.Renovation project from its concept to the critical moment at the end of 2018. Yuriy Fyliuk – the case protagonist, acts as the main ideologist and leader of the project, the essence of which is the establishment of an innovation centre on the area of the old Promprylad plant in Ivano-Frankivsk. Impact investing was selected as the main project development tool, as it allows for attracting investors who share the aspiration for positive change of the city and potential financial benefit. The project is implemented in several stages as follows: partner involvement (Insha Osvita, MitOst, Pact Ukraine and LvBS), vision finalisation and research (together with Stanford Research Institute, Zotov & Co, FORMA Architects, Moris Group, etc.), the launch of the pilot floor (attracting more than $683,000 from allocated grants and more than $590,000 of private investments). Open equity crowdfunding and the purchase of the entire plant, with its subsequent renovation, should be the next stage. As of 2017, agreements have been reached to pay fully for the purchase of the plant by the end of 2019. After a successful pilot and lengthy negotiations, it was agreed that $1,000,000 should be paid by the end of 2018 and $2,000,000 by the end of 2019 to complete the buyout. However, as of the end of 2018, martial law was proclaimed in Ukraine. Hence, considering the risks, a major US investor refuses to contribute. The main dilemma is either to find a suitable solution to complete the buyout of the plant or to stop the project. Complexity academic level This case can be used in the master’s programmes of business schools (MBA, Executive MBA, Entrepreneurship, etc.), as well as in training programmes for public and state sector managers. The case study will be particularly useful for mixed groups with representatives from different sectors of the economy. This case study might be taught in the following disciplines: social entrepreneurship, social investing, leadership and crisis management. The subject of impact investing allows recognition of the benefits of combined cross-sectoral efforts over joint projects. Supplementary materials Teaching notes are available for educators only. Subject code CSS 7: Management science.

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Ajabnoor, Nouran, und Naglaa Dawoud. „A Theoretical Review of Developing Faculty Leadership to Enhance Classroom Setting Using the “Boyer Model of Scholarship”“. International Journal of Professional Business Review 8, Nr. 6 (14.06.2023): e02450. http://dx.doi.org/10.26668/businessreview/2023.v8i6.2450.

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Purpose: This study aims to investigate the position of faculty leadership in promoting the four components of Boyer's Model of Scholarship are discovery, integration, application, and instruction, and its impact on educational establishments. Theoretical framework: The study emphasizes the significance of faculty leadership in promoting a culture of learning and advancement in educational institutions. Design/methodology/approach: Using a content analysis method, a descriptive research approach is used to identify common themes and patterns related to faculty leadership and the four components of Boyer's model. Findings: The results reveal that faculty leadership is critical in promoting the four components of Boyer's model and can positively affect educational institutions' overall effectiveness. The findings also emphasize the need for professional development programs and recognition of faculty leadership to enhance educational outcomes. Research, Practical and Social Implications: The study's findings have implications for educational leaders and policymakers, accentuating the essence of investing in faculty leadership development to boost a culture of learning and advancement in educational institutions. Originality/value: This study contributes to the existing literature on faculty leadership and Boyer's Model of Scholarship by highlighting the critical role faculty leadership plays in promoting a culture of learning and advancement in educational institutions. It also provides practical solutions for improving faculty leadership efficacy and overall educational outcomes.

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Etti, Susanne, Karen Perkinton, Bonnie Cheuk und John Curtis. „Growing the ERM Energy and Climate Change Practice Through Knowledge Sharing“. Journal of Information & Knowledge Management 09, Nr. 03 (September 2010): 241–50. http://dx.doi.org/10.1142/s0219649210002644.

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Given the scale of the climate change crisis and the small window available in which to take action, Environmental Resources Management (ERM) has accelerated and supported the growth of the Energy and Climate Change practice by investing in training, service offering development, sales support, and knowledge management. This paper outlines the innovative approach that the Energy and Climate Change (E&CC) community of practice (CoP) has taken over the last two years to accelerate the growth of the practice using a holistic approach in the promotion of knowledge sharing at all levels across the company. The approach has shown that there are key factors that contribute to the success of the E&CC CoP. Central to this success is the close partnership and relationships between the knowledge sharing facilitator and the business leaders. The approach also demonstrates that the leader must take an active leadership role and spend sufficient time with members of the CoP.

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Shamsudin, Shamnad, und VP Velmurugan. „A Study on the Drivers of Corporate Culture Impacting Employee Performance in it Industry“. International Journal of Professional Business Review 8, Nr. 2 (16.02.2023): e01023. http://dx.doi.org/10.26668/businessreview/2023.v8i2.1023.

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Purpose: Examining the factors that contribute to company culture and how that culture affects employee productivity is the primary focus of this essay. Theoretical framework: This investigation used a mixed research strategy, combining qualitative and quantitative approaches. Design/methodology/approach: In total, 378 IT professionals working in Kerala were recruited to complete the questionnaire. The present study adapted seven dimensions namely Work life, communication, motivation, empowerment, Strategic Decision, Leadership and core values as the drivers of corporate culture. Findings: According to the results, all seven of the identified determinants of corporate culture had a significant role in forming the study's hypothesised culture. Findings also showed that the study's composite variable, "company culture," had an effect on workers' performance. The job performance of workers might be heavily based on the company's culture. Research Practical & Social implications :The findings may assist IT firm leaders strengthen their culture by focusing on the factors that were proven to have the most impact on creating their organization's unique spirit. The corporate culture should be such that it results in improved performance of employees. There should be leadership with a dedicated human resource department in each company, who can nurture the core value in organizational culture, motivate the employees and make the company more competent. Culture in the workplace is complex and takes many forms; it might develop in response to the challenges and difficulties inherent in every given business, or it can be consciously crafted by the company's leadership and employees. Originality/value: This essay provides the assistance for a dialogue. It shows that while corporates are investing in culture and performance improvement programmes, research on the core value of such programmes as drivers that impacts performance has not been explored in detail.

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Dissertationen zum Thema "Business investing management leadership management science"

Kwan, Denise. „Senior librarians' perceptions on successful leadership skills| A case study“. Thesis, University of Phoenix, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=3572917.

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The purpose of this qualitative case study was to explore senior librarians’ perceptions of successful leadership skills in the 21st century. Library organizations in the postindustrial environment of the 21st century operate in a new context involving digitization, global libraries, cultural diversity, cultural intelligence, and cross-cultural management. This new context requires a postindustrial paradigm of leadership emphasizing influence and collaboration as defined by Rost (1991). The purposive sample used for this case study consisted of 10 senior library leaders. The data gathered consisted of demographic information and responses to six open-ended interview questions. Data were entered, coded, and analyzed for themes and patterns using NVivo 10 software. The analysis revealed significant emergent themes relating to successful library leadership skills. Results from this case study suggest successful library leadership skills in the 21st century involve two levels: foundational level and interpersonal level. At the foundational level are technical and knowledge skills, which are the building blocks for the next level of interpersonal skills. Interweaving these interpersonal skills are persuasion skills and collaborative skills, both at the core of the postindustrial paradigm of leadership. These two levels of skills, with an emphasis on persuasion skills, should form the basis of succession planning programs for next generation librarians. Implementing such programs could lead to increased leadership diversity, greater job satisfaction, improved job performance and effectiveness, helping the retention of librarians, and easing staff shortage. Further studies are recommended.

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Lundahl, Philpot Eva. „Social media adoption and use among information technology professionals and implications for leadership“. Thesis, University of Phoenix, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=3570894.

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This sequential, mixed methods research addressed emerging social media use practices among IT professionals and explored lived experiences of senior IT leaders relative to successful organizational social media adoption and use. The study was informed by structuration theory and elements from the universal technology adoption and use (UTAUT) model, generation theory, and open leadership theory. In the first, quantitative descriptive research phase, an online survey was administered to describe IT professionals' uses of and attitudes toward social media in the workplace. Survey results based on 406 responses from IT professionals in the greater Seattle area indicated widespread use of different social media applications, and also showed that Millennial IT professionals use social media more extensively and are have more positive opinions about social media as compared to their older colleagues. Survey findings also indicated that an increasing number of employers are developing formal social media strategies and adopting policies and guidelines governing the use of social media in the workplace. The second, qualitative hermeneutic phenomenological research phase built on survey results and involved interviews with 13 senior IT leaders in the greater Seattle area. Findings indicated that despite the inherent user-driven nature of social media, senior leadership plays a key role in driving strategic social media adoption and in ensuring broad participation across generational cohorts and employee groups. Findings from the qualitative research phase further suggested that social media can help employees and stakeholders communicate and collaborate more effectively and efficiently, and that leaders can derive significant benefits from social media without compromising the integrity of their organizations.

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Li, Fang Fang, und Pierre Devos. „Talent management: art or science? : The invisible mechanism between talent and talent factory“. Thesis, University of Kalmar, Baltic Business School, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:hik:diva-473.

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Talent management has been a heating-up topic in recent years. It has a positive effect on the ability to create a compelling, productive, and valued enterprise for all stakeholders — employees, customers, business partners and investors. Moreover, talent management facilitated talent flexibility and enables the rapid growth of the business, ensuring rapid alignment with the requirements established by business leaders as the company evolved. Meanwhile, the importance for a company to attract and retain a high-quality workforce is moving into the boardroom agenda, more and more attention is pain on this acute topic.

In this thesis, we are doing the research on how to build up a talent factory within the company – how to recruit the most outstanding people to meet the business needs, how to maximize the potential of employees, how to put the right people in the right position and finally how to keep the best people in the company. In order to achieve it, we conducted our research from different methodologies (literatures, case studies, interviews) to find the answer our research question: is talent management a science or an art in order to build up a talent factory? At the end, we came out of our own understanding about the talent management and the accommodations of building up a talent factory.

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Williams, Patrick Charles. „Political Leadership and Management of Civic Services in a Downturn Economy“. ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1392.

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Municipal leaders in the United States face difficult decisions when prioritizing nonmandated civic projects for funding, especially when operating budgets are restricted. This phenomenological study investigated municipal leaders' decision-making processes in a state in the southern United States, using a conceptual framework based on rational choice theory, bounded rationality, and group decision-making theory. It specifically explored personal and organizational decision-making processes related to the prioritization and funding of nonmandated civic projects via in-depth interviews with a convenience sample of 15 municipal leaders. Thematic analysis identified expert opinions, the time and cost to complete a project, the perceived value relative to expense, and the availability of additional funding sources as themes important to understanding participants' decision-making processes. Organizational factors that were important in these decisions included the need for clearly defined responsibilities and consistency in funding decisions. No clearly defined organizational processes were in place in any of the participants' municipalities, and the participants noted that areas such as infrastructure improvements, traffic congestion, community involvement, and formal processes in their municipalities were in need of improvement. Positive social change can flow from greater governmental transparency through municipal decision makers' adoption of systematic decision-making systems and processes. Positive social change can also result from greater inclusiveness through increased public outreach efforts. Results add to the research base by contributing to a better theoretical understanding of organizational decision-making processes in the municipal context.

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Brigham-Sprague, Margaret. „A case study of crisis, leadership, and change in the community college“. Diss., The University of Arizona, 2001. http://hdl.handle.net/10150/289779.

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This research addressed a need for better understanding of the relationship between crisis, leadership, and organizational change in American higher education. The first objective was to discover the meaning of a governance crisis and whether it was a factor in setting the organization's long-term direction; and secondly, to gain insight into the relationship between leadership created to resolve a crisis and leadership established to lead change. Results from an extensive survey of the literature on crisis and change were presented, as well as a typology showing the role of a crisis in ten types of organizational change. The case concerned an urban community college confronted by a crisis of major proportions. The situation involved the firing of the CEO, the forced resignations of the governing board, threats to withhold state funding, and the imposition of probationary accreditation status by the college's regulatory agency. The study centered on an analysis of key institutional documents, interviews with board members, CEOs, and faculty and staff, as well as the personal observations and insights of the investigator. The time frame for the study spanned over thirty years, beginning in 1966 with the founding of the institution and ending in 1998 almost a decade beyond the actual crisis. A time series analysis was performed that compared dominant trends in the college's history against the patterns of evolution predicted by the life cycle theories of Greiner (1972) and Schein (1997). On a macro level, the first set of findings related to the meaning of the governance crisis for the organization. One finding was that the college had evolved through one complete life cycle and had embarked on a new cycle of development. A second finding was that the governance crisis was a turning point for growth or decline, but more importantly, it served as the catalyst that launched the organization's second life cycle. A third finding was that the governance crisis was a factor of major significance in the organization's long-term development. On a micro level, the second set of findings concerned the leadership transition from crisis to change. One finding was that the governance crisis was not a "normal" crisis associated with lack of fit between the needs of the organization and CEO leadership style. A second finding was that the crisis served as the stimulant that provoked the formation of new leadership for the institution, consisting of the new board and CEO. A third finding was that the role of the new leadership was not limited to resolving the crisis. Rather it made a leadership transition from crisis management, to a turnaround, to change management, which represented significant organizational change in college governance. Five conclusions were offered. First, the crisis was not associated with a mismatch between the needs of the organization and CEO leadership style. Second, the crisis had meaning as a turning point for the organization, specifically as the corrective mechanism for reengaging the community, for halting faculty involvement in the governance process, and for correcting conditions such as the misuse of power throughout the organization, and neutralization of the administration. Third, the crisis had meaning as a catalyst that prompted pervasive change in the institution's approach to governance by rearranging the power relationships among the board, the CEO, and the faculty. Fourth, the crisis had meaning as a stimulant and was a significant factor in the organization's long-term direction. Fifth, this case study confirmed a proposition that leadership dynamics are a function of not only of decision making but also the sources that empower the decision makers. Further research was recommended in three areas. One area for future research was investigation into the organizational behaviour of subgroups at a level below such concepts as "climate, values, or community college philosophy". A second area for future research was periodic analysis of the organizational life cycle for comparison against this case study. The third area recommended for future research was analysis of faculty staffing and loading patterns which could yield important insights into the distinct nature of community college culture. The final recommendation was to establish standards for individuals seeking a position on the governing board and for the undertaking of efforts designed to inform the county electorate as to the relative contribution that each candidate might bring to the board as part of a civic duty.

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Ecelbarger, Richard Paul 1944. „Leadership, process improvement, and information technology: The implementation of network-based applications in a financial services organization“. Diss., The University of Arizona, 1998. http://hdl.handle.net/10150/282724.

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The basis of this study is that traditional models of leadership do not adequately address the complexity of challenges presented to leaders engaged in IT-facilitated process improvements. The result is that most IT (information technology) implementations either fail outright or do not meet expectations. This study was conducted therefore, to close the knowledge gap that exists between the leadership decision to seek IT-facilitated improvement and the leadership approach needed to successfully accomplish it. Case study and qualitative research methodologies were employed to reveal assumptions and beliefs of leadership that influenced the development of network-based applications in a financial service organization--how improvement projects were initiated, implemented, and accepted by the staff for whom they were intended. The analysis of data led to the description of seven leadership themes--Institutional Climate, Involvement, Communication, Learning, Development Strategy, Resources, and Impact. Of particular interest are the assumptions and beliefs of the Impact theme, which provides evidence that IT-facilitated process improvements were successfully implemented in the financial service organization studied. The assumptions and beliefs of leadership are then used to determine how the described framework of leadership is aligned with the Postindustrial Model of Leadership suggested by Lee Bolman and Terrence Deal (1991)--a model that they contend extends beyond the limitations of traditional models. The framework revealed by the seven leadership themes was compared to evaluation criteria developed for Bolman and Deal's leadership model. Using the organizational frame definitions developed by Bolman and Deal in their book Reframing Organizations: Artistry, Choice, and Leadership (1991), the following ranking was observed: Structural, Political, Human Resource, and Symbolic. This analysis provides evidence that the framework of leadership in the financial services organization is aligned with the Postindustrial Model of Leadership suggested by Bolman and Deal. In summary, the study reveals that successful IT-implementations were achieved in the financial service organization with Bolman and Deal's Postindustrial Model of Leadership in place. Additional research is recommended, however, to refine the assumptions and beliefs of leadership such that the conclusions reached in this study can be confirmed and generalized to expanded populations and circumstances.

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Sabga, Natalya I. „Leaders Who Learn: The Intersection of Behavioral Science, Adult Learning and Leadership“. Scholar Commons, 2017. https://scholarcommons.usf.edu/etd/7082.

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This study examines if a relationship exists among three rich research streams, specifically the behavioral science of motivation, adult learning and leadership. What motivates adult professionals to continue learning and how is that connected to their style and efficacy as leaders? An extension of literature to connect Andragogy, Self-determination and Transformational Leadership Theory is explored. Responses to questions adapted from the Carré Model of Adult Orientation and Implication on Learning and Training Activities (Carré, 1997) and the Multifactor Leadership Questionnaire (Avolio & Bass, 2000) are compared among a sample of adult professionals in leadership positions. Results indicate that learning motivation orientation is predictive of and positively correlated with leadership style. How learning motivation can be used as a tool to predict leadership style, enhance leader selection, development and succession is discussed along with further implications of the “learner-leader” for the purposes of research, practice and higher education initiatives. This quantitative study can offer important insights into how the attribute of an intrinsic motivation to learn can act as an antecedent to Transformational leadership behavior, and the impact that Transformational leaders have upon their teams and organizations.

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Mass, Lena M. „Analysing technology & innovation in complex networks : processes, dynamics, and development of multi-level interorganisational networks“. Thesis, University of Oxford, 2014. http://ora.ox.ac.uk/objects/uuid:a0280ae4-0523-4b23-8f4d-5e4f880fdcb1.

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There is still very little known about network dynamics (Bell et al., 2006), especially when focusing on interorganisational networks (Provan et al., 2007). There is also limited empirical evidence on leadership within these complex network contexts (Davenport, 2005; Osborn et al., 2002). This thesis addresses these limitations by developing a theoretical framework for process leadership in the complex, often unpredictable and turbulent context of the interorganisational networked ecosystem. Understanding the complexity of networks and leadership is crucial to advancing network research, which this study aims to accomplish. Although previous studies indicate leader characteristics and behaviours (Huxham & Vangen, 2000), less evidence on the processes and dynamics of leadership within networks exists. Few studies have longitudinally examined the multiple boundaries and multi-level interactions within a complex interorganisational network, as the unit of analysis, as this thesis achieves. Moreover, little research has been conducted to understand network leadership processes, which represents a major gap in the network theory and complexity leadership literatures. In order to address these gaps as well as the gap between the two literatures, this thesis presents a comprehensive, longitudinal case investigation of network process leadership (NPL) within an interorganisational network embedded in the British National Health Service (NHS). By analysing processual dynamics, this thesis’s contribution is the foundation of a preliminary NPL framework. Based on analysing a public sector healthcare network over time, the findings emphasise four dominant thematic constructs surrounding NPL that emerged as highly significant: leveraging strategic system stressors and turbulence; adopting focal and non-focal roles; maximising social proximity; and the complementary, reciprocal formal and informal coproduction of leadership. These constructs provide the empirical and analytical grounds to help explain the critical leadership processes that drive a complex, interorganisational public sector network. Significantly, social capital dimensions underlie these interrelated higher order themes; thereby affecting wider inter-organisational network processes. As a primary contribution of this thesis, I argue that social capital is the critical concept linking network and complexity leadership theories, in order to provide a better understanding of NPL. The findings suggest network leadership calls for NPL and its relational, collective, facilitative approach involving social capital among multiple participants in a complex interorganisational network context. This is highly differentiated from studying unidirectional effects of a hierarchical, central leader within a single organisation. Theoretically, I argue the importance of social capital in the complex nature of leadership processes within interorganisational networked contexts. The research contributes to an understanding of how networks and social capital can be adapted or created by formal and informal leaders within networks to reflect changing processes to shape practices and network-wide development over time. Finally, I offer several operational mechanisms policymakers and network leaders could pragmatically employ to manage, lead, and facilitate interorganisational network processes. Overall, the significance of this study involves: filling gaps in the literature, offering a longitudinal case study on an interorganisational network over time, providing a foundation for theoretical development on leading in networks, illuminating insights into professional leadership within networks, and identifying policy and practical implications for leaders and managers.

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Ozlati, Shabnam. „Motivation, Trust, Leadership, and Technology: Predictors of Knowledge Sharing Behavior in the Workplace“. Scholarship @ Claremont, 2012. http://scholarship.claremont.edu/cgu_etd/56.

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Employees' knowledge is a critical resource for the organization, and if it is not shared, it is lost to other employees and the organization. However, knowledge sharing (KS) does not happen easily; KS is a personal choice that cannot be forced. This study employs Self-Determination Theory (SDT) as a theoretical framework to study employees' KS behavior and motivations. Data were collected from full-time working professionals (N=208) using an online survey. The effects of autonomy, motivation, trust, authentic leadership style (ALS), knowledge self-efficacy, and technology were studied using moderated and mediated regression analyses. The results reveal (a) knowledge is shared more when individuals have more autonomy; (b) benevolence-based and institution-based trust had a moderating effect on autonomy and KS behavior (when autonomy was low, if benevolence-based or institution-based trust was high more KS occurred); (c) competence-based trust did not have a similar moderating effect, but had a significant main effect predicting KS; and (d) a supervisor's ALS contributed in explaining the total variance of KS behavior and predicted KS after controlling for autonomy. All three types of trust mediated the relationship between ALS and KS. Moreover, knowledge self-efficacy is a strong predictor of KS, while users' perception of technology is a moderate predictor. Additionally, a factor analysis was conducted on 15 different types of KS technologies used by participants. Technologies were clustered into three groups based on their degree of interactivity. Only high-interactive technologies positively correlated with trust predicted KS. This study advances prior findings and contributes to KS research and practice. It was the first to examine relationships between ALS and KS, proved that SDT is a strong framework in predicting KS motivations, and showed only high-interactive technologies positively linked with trust predict KS. Organizations could use these findings to develop appropriate strategies and trainings to foster a KS environment.

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Francisco, Melissa. „A Framework of Critical Success Factors for Business Organizations that Lead to Performance Excellence Based on a Financial and Quality Systems Assessment“. Doctoral diss., University of Central Florida, 2014. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/6272.

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One of the most important tasks that business leaders undertake in order to achieve a superior market position is strategic planning. Beyond this obligation, business owners desire to maximize profit and maintain steady growth. In order to do this, resources must be invested in the most efficient way possible in order to achieve performance excellence. Adjusting business operations quickly, however, especially in times of economic uncertainty, is extremely difficult. Business leaders therefore need insight into which elements of organizational improvement are most effective in order to strategically invest their resources to achieve superior performance in the most efficient way possible. This research examines the results of companies which have a demonstrated ability to achieve performance excellence as defined by the National Institute of Standards and Technology's Malcolm Baldrige Criteria for Performance Excellence. This research examined award-winning applications to determine common input factors, compared the business results of a subset of those award-winners with the overall market for a time-frame of 11 years, and then investigated the profitability, liquidity, debt management, asset management, and per share performance ratios of award-winners compared with their industry peers over 11 years as well. The main focus of this research is to determine whether participation in performance excellence best practices have created value for shareholders and business owners. This objective is achieved through the analysis of performance results of award winning companies. This research demonstrates that the integration of efforts associated with performance excellence is in-fact advantageous.
Ph.D.
Doctorate
Industrial Engineering and Management Systems
Engineering and Computer Science
Industrial Engineering

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Bücher zum Thema "Business investing management leadership management science"

1941-, Hooper Alan, Hrsg. Leadership perspectives. Aldershot: Ashgate, 2006.

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Christopher, William F. Holistic Management. New York: John Wiley & Sons, Ltd., 2007.

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Capezio, Peter. Secrets of breakthrough leadership. Franklin Lakes, NJ: Career Press, 1997.

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Dinkmeyer, Don C. Leadership by encouragement. Dubuque, Iowa: Kendall/Hunt Pub., 1993.

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G, Eckstein Daniel, Hrsg. Leadership by encouragement. Delray Beach, Florida: St. Lucie Press, 1996.

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Rossiter, Diane E. Leadership skills. Chicago, Ill: Ferguson Pub., 1998.

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Vann, John A. Leadership investing: Tapping into your business knowledge & experience to create a winning investment program. Chicago: Irwin Professional Pub., 1997.

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Shawn, Doyle. Jumpstart your leadership: 10 jolts to leverage your leadership. Shippensburg, PA: Sound Wisdom, 2013.

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D, Friedman Stewart, Hrsg. Leadership succession. New Brunswick, [N.J.], U.S.A: Transaction Books, 1987.

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McCloskey, Mark. Learning leadership in a changing world: Virtue and effective leadership in the 21st century. New York, NY: Palgrave Macmillan, 2014.

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Buchteile zum Thema "Business investing management leadership management science"

Minelgaite, Inga, Svala Guðmundsdóttir, Árelía E. Guðmundsdóttir und Olga Stangej. „What’s Next? From Tourism Bubble to the Future of Business Leadership in Iceland“. In Contributions to Management Science, 69–77. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-96044-9_8.

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Nuki, Guy. „Improving Leadership and Business Structures in a Rural Emergency Department“. In The New Science of Medicine & Management, 95–108. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-26510-5_3.

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Baena, Pablo Arigita, Anne Brunel, Yon Fernández-de-Larrinoa, Tania Eulalia Martinez-Cruz, Charlotte Milbank und Mikaila Way. „In Brief: The White/Wiphala Paper on Indigenous Peoples’ Food Systems“. In Science and Innovations for Food Systems Transformation, 229–59. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-15703-5_13.

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AbstractThe 2021 United Nations Food Systems Summit (UNFSS) was a call from the UN that brought together key players with the objective to provide potential solutions for transforming current food systems and increasing their sustainability, resilience, equitability, nutritional value, and efficiency. Key actors from science, business, policy, healthcare, the private sector, civil society, farmers, Indigenous Peoples, youth organisations, consumer groups, environmental activists, and other key stakeholders came together before, during and after the Summit, to review how food is produced, processed, and consumed across the world in order to bring about tangible, positive changes to the world’s food systems.The White/Wiphala Paper on Indigenous Peoples’ Food Systems (FAO, 2021a) was a critical reference, an evidence-based contribution to the 2021 UNFSS that highlights the crucial role of Indigenous Peoples and their food systems as game-changers and shows us how we can respect, better understand, and protect said systems. The paper resulted from the collective work of Indigenous Peoples’ leaders, scientists, researchers, and UN staff. More than 60 Indigenous and non-Indigenous contributions from 39 organisations and ten experts in six socio-cultural regions were received by the Global-Hub on Indigenous Peoples’ Food Systems. The Global-Hub on Indigenous Peoples’ Food Systems is a knowledge platform that brings together Indigenous and non-Indigenous experts, scientists, and researchers to co-create intercultural knowledge and provide evidence about the sustainability and resilience of Indigenous Peoples’ food systems (https://www.fao.org/indigenous-peoples/global-hub/en/), which coordinated the writing and editing of the paper through a Technical Editorial Committee.The White/Wiphala paper emphasised the centrality of a rights-based approach, ensuring Indigenous Peoples’ rights and access to land, natural resources, traditional territorial management practices, governance, and livelihoods, as well as addressing the resilience and sustainability of their foods systems. The paper demonstrates how the preservation of Indigenous Peoples’ food systems is necessary for the health of more than 476 million Indigenous Peoples globally while providing valid solutions for addressing some of the challenges humankind faces on sustainability, resilience, and spirituality.It is essential to note critical developments that have occurred since the White/Wiphala paper was published in mid-2021, the July Pre-Summit in Rome, and the September Summit in New York, followed by COP26 in Glasgow in November 2021.For example, at COP26, little attention was given to food systems, despite their contribution to the climate crisis, with responsibility for 30% of greenhouse gas emissions (FAO, 2021b). COP26 highlighted the need to focus on mitigation strategies and adaptation in the face of the current climate crisis. These strategies must include Indigenous Peoples’ food systems as game-changers for effective climate adaptation strategies that they have been testing and adjusting for hundreds of years.At the UNFSS Pre-Summit in Rome, the Indigenous Peoples’ delegation voiced their concerns and presented three key proposals: the recognition of Indigenous Peoples’ food systems as a game-changing solution; the launching of a coalition on Universal Food Access and Indigenous Peoples’ food systems; and the request to create an Indigenous Peoples’ fund. All their concerns and proposals were rejected at the Pre-Summit, including launching a Coalition on Indigenous Peoples’ Food Systems and Universal Food Access.In the aftermath of the UNFSS Pre-Summit, and thanks to the leadership of the Chair of the UN Permanent Forum on Indigenous Issues (UNPFII), Indigenous leaders following the UNFSS, seven countries, and the FAO Indigenous Peoples Unit (PSUI), timely discussions and collective work led to the creation of a new Coalition on Indigenous Peoples’ Food Systems.Thanks to the leadership of Mexico and the support of Canada, the Dominican Republic, Finland, New Zealand, Norway, and Spain, along with the support of the UN Permanent Forum on Indigenous Issues (UNPFII), the Global-Hub on Indigenous Peoples’ Food Systems, and FAO, this Coalition was announced at the New York September UNFSS Summit.The Coalition on Indigenous Peoples’ Food Systems builds upon the White/Wiphala Paper, establishing the objective of ensuring the understanding, respect, recognition, inclusion, and protection of Indigenous Peoples’ food systems while providing evidence about their game-changing and systemic nature. To support this objective, the Coalition organises its work around two main goals: Goal 1: Respect, recognise, protect and strengthen Indigenous Peoples’ food systems across the world; and Goal 2: Disseminate and scale-up traditional knowledge and good practices from Indigenous Peoples’ food systems with potential to transform global food systems across the board.

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Sergeevna Khvorostyanaya, Anna. „Fashion-Strategizing Leadership in Sports“. In Business, Management and Economics. IntechOpen, 2023. http://dx.doi.org/10.5772/intechopen.113202.

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Technology today plays a pivotal role in shaping societies, economies, and personal lives. The intersection of fashion and technology in the sports industry has led to innovations that enhance performance, safety, and style. The fashion industry as a vivid representation of the creative economy has limitless potential for meeting the major challenges of technological superiority in different industries. The sports industry has long been a championship of more than just a person’s talent, but also the right strategy application to ensure victory. Technology transfer can be an effective tool for cooperation between the fashion and sports industries. This article proposes a strategic model for the creation of a technology transfer center adapted to the needs of sports. The basis of strategic conceptualization has become the strategy theory and methodology of strategizing developed by Foreign Member of the Russian Academy of Sciences (Life-time), Dr. Sc. (Econ.) Vladimir L. Kvint and fashion-strategizing process methodology. The methods of induction and deduction, synthesis and analysis were used in the study. Further research could be devoted to assessing the effectiveness of such center. The practical significance of the study is related to the solution’s implementation possibility proposed by the author in science and technology policy.

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Aytan, Yasemin Sarıcı, und Ilknur Sayan. „Ethics, Ethical Leadership, and Supply Chain Management“. In Advances in Logistics, Operations, and Management Science, 99–111. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-8970-9.ch007.

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To analyze ethics and sustainability in supply chain management: ethics, business ethics and ethical leadership are briefly explained. Ethics is important for the business in 4 aspects: customers, suppliers, competitors and employees. In this chapter, supply management will be given a more detailed examination with sustainability and an ethical point of view. Besides the governmental regulations, big companies also feel social responsibility and take action for the procurement of their supplier's conditions. Sustainability, ethics, ethical leadership are the main problems for a successful supply chain management system.

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Zanabazar, Altanchimeg, und Sarantuya Jigjiddorj. „Start-Up Business Investment: The Case of Mongolia“. In Business, Management and Economics. IntechOpen, 2023. http://dx.doi.org/10.5772/intechopen.110075.

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Innovation and technology-based startups are crucial for converting knowledge into wealth and boosting economic development. Many countries are investing heavily in science, high technology, and innovation to strengthen their national innovation capacities. In Mongolia, there has been a recent increase in capacity-building initiatives and programs for startups. However, investment-related issues remain unsolved and significantly hinder the further growth of these businesses. This study aims to provide an overview of the present condition of startup businesses in Mongolia and the challenges they face. Secondary data is used to analyze the limited funding opportunities and the traditional methods used in fundraising that prevent businesses from growing. The major challenges faced by these businesses include recruiting new employees, fundraising, attracting customers and increasing sales, developing teams, developing new products and services, and penetrating the international market. To overcome these challenges, there is a need to create a legal environment that supports startup economic development and enhances the enforcement of the Law of Innovation through developing sound policy instruments. This chapter concludes by highlighting the need for sustainable funding sources for startups and the importance of establishing a supportive legal environment to ensure the smooth implementation of policies that promote startup growth in Mongolia.

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Rawat, Mahendra Singh, und Mudit Singh Rawat. „Managing Risk in Wealth Building Through Residential Real Estate Business in Canada“. In Advances in Logistics, Operations, and Management Science, 263–80. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-6684-5279-0.ch014.

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Many Canadians have built their wealth through the real estate business. There are two types of real estate: commercial real estate and residential real estate. In this chapter, risks relating to only residential real estate have been discussed due to two main reasons. Firstly, residential real estate occupies an important place in the income of the household sector. Secondly, in comparison to commercial real estate, it requires a smaller capital to do the business and build wealth. Residential real estate investors build wealth by investing in investment properties and generating current income through capital appreciation. However, there are multiple risks that an investor faces in managing investment properties. This chapter discusses how some risks can be averted before and after buying an investment property. The chapter points out that the essential part of the business is to buy the right property at the right place and at the right time.

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Kişi, Nermin. „Theoretical Perspective on Contemporary Leadership Styles“. In Advances in Logistics, Operations, and Management Science, 248–72. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-6301-3.ch013.

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Leaders can influence the behavior of their followers through the use of different leadership styles. Therefore, the leadership style is viewed as a key determinant of organizational effectiveness. In recent years, leadership trends are changing rapidly, and paradigm shifts in leadership are occurring all over the world. There has especially been a significant expansion of research on contemporary leadership styles. This chapter reviews the most popular and influential leadership styles currently used and present a comprehensive view of two leadership approaches. The purpose of this chapter is to investigate the theoretical perspective of the transformational and relational leadership styles among contemporary leadership approaches. It is expected that research results will be a source for both educational and business contexts.

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Diaz-Acevedo, Natalie Berenice, und Roberto Hernández-Sampieri. „Self-Perception of Leadership in Mexican Businesswomen“. In Advances in Logistics, Operations, and Management Science, 487–510. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-8185-8.ch023.

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The purpose of this chapter is to analyze the self-perception of their own leadership in Mexican businesswomen. With this information, it can build a female leadership model, which allows knowing the self-perception of skills and characteristics they have as leaders, the situations that led them to use this leadership, the challenges they face daily in the performance of their activities, and the context in which they operate. Among the main results, it was found that Mexican businesswomen have a balanced leadership between the search for economic results and the development of quality relationships. This means that they manage to have efficient communication, they take their employees into account in the development of their companies, but they are also interested in the achievement of organizational objectives. They develop this leadership in a context where family support is key to achieving success and the main challenge they face is economic. Also, they have managed to break with the traditional scheme of work and female business leadership.

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Kaur, Navreet, und Preeti Kaushal. „Neuroscientific Basis of Male and Female Leadership“. In Advances in Logistics, Operations, and Management Science, 1–16. IGI Global, 2024. http://dx.doi.org/10.4018/979-8-3693-4350-0.ch001.

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The chapter is an attempt to explore the neuroscientific mechanisms underlying masculine and feminine brains and their association with leadership. Research studies on the role of genetics, physiology, and biochemistry of the brain in determining leadership behaviour are cited to corroborate the main ideas around the aforementioned area of investigation. The review revolves around four questions central to the concept of neuroleadership: 1) Are there any structural and functional variances in male and female brains that result in differences in decision making, emotional reactions, task orientation, and use of logic? If so, then what is the effect of these differences on business management? 2) Does the anatomy of the female brain endow women with superior leadership skills? 3) Is there research evidence that refutes sexual dimorphism? 4) Does an understanding of brain basics (plasticity of the brain, mirror neurons, sensitivity of the brain to rewards, and the limbic system) enable leaders to formulate and implement strategies to create a brain-based work environment?

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Konferenzberichte zum Thema "Business investing management leadership management science"

Sharma, Vinit. „Leadership Assessment, Development and Succession Management“. In ADIPEC. SPE, 2023. http://dx.doi.org/10.2118/216802-ms.

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Most people and organizations would probably agree that the start of the 2020 decade has demonstrated a new level of Volatility, Uncertainty, Complexity, and Ambiguity (VUCA). The challenges we experienced include the Covid-19 Pandemic, supply chain disruptions, global recession, cost of living crisis, The Dual Challenge, and The Great Resignation wave. Adding to these challenges is the change in demographics, particularly in the workforce. To succeed in such a VUCA2 environment, organizations, and their leaders, face an unprecedented demand for agility, adaptability, strategy, and corporate vision. Organizations will have to contend with multigenerational workplaces and types of employees. While seismic technological advances such as artificial intelligence and IT require leaders with more data and digital literacy, technical and domain skills are secondary to people and leadership skills. As His Highness Sheikh Mohammed bin Rashid Al Maktoum notes, Human beings are the capital of the future. Similarly, management guru Ram Charan highlights that people craft strategy and deliver business numbers, which means if an organization fails short on the people side, it also falls short on business leadership. Investment in the leadership of the future, throughout all levels of an organization or entity, will help provide a sustainable future for all. A strong correlation exists between the benefits of good leadership and business performance. Organizations investing in employee development typically report 11% greater profitability and are twice more likely to retain their employees (Gallup, 2019). Studies also show that inspired employees are 125% more productive than merely satisfied employees (FranklinCovey, 2022). As leadership expert John Maxwell notes, leadership ability is the lid (limit) to personal and organizational success. On the risk side, 70% of the variance in engagement is determined solely by the manager (Gallup, 2015), making good leadership and management a critical success factor. Studies estimate that employees not engaged or actively disengaged cost the World $7.8 Trillion US Dollars in lost productivity (Gallup State of Global Workplace 2022 report), providing further evidence that organizations must address leadership talent, leadership styles, leadership development, and succession. The cost of poor succession at the executive level is even higher, with analysis showing market value losses in the S&P 1500 of close to $1 Trillion US Dollars a year (Fernández-Aráoz, Nagel, Green, 2021).

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Szydło, Joanna, und Urszula Widelska. „LEADERSHIP VALUES – THE PERSPECTIVE OF POTENTIAL MANAGERS FROM POLAND AND UKRAINE“. In Business and Management 2018. VGTU Technika, 2018. http://dx.doi.org/10.3846/bm.2018.44.

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In social sciences, values are perceived as constructs helpful in understanding human attitudes, views, norms and behaviors. Leadership is still current and deeply explored research problem in the science of nowadays management. The aim of the paper is to identify leadership values, using the perspec-tive of potential managers from Poland and Ukraine. Additionally, the aim of it is to systematize knowledge concerned leadership values treated as an important category functioning in management sciences. It seems to be necessary to underline that the notion of values is used by representatives of many sciences. The conclusions are supported by the results of quantitative research conducted among future managers from Poland and Ukraine. In the questionnaire, the Rokeach Value Survey (RVS) was used.

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Cheng, Shaoyi, und Qingquan Pan. „Charismatic Leadership and its Influence“. In Proceedings of the 1st International Conference on Business, Economics, Management Science (BEMS 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/bems-19.2019.27.

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Milijić, Ana, Andrija Popović und Nevenka Vojvodić-Miljković. „Empirical Research on the Impact of Intellectual Capital as a Determinant of the Growth of Market Value of Companies“. In Seventh International Scientific-Business Conference LIMEN Leadership, Innovation, Management and Economics: Integrated Politics of Research. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2021. http://dx.doi.org/10.31410/limen.2021.157.

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The development of information and communication technologies and the creation of knowledge bases has resulted in a large number of incremental and radical innovations in various spheres. The condition for the survival of companies in the knowledge economy is to meet the increasingly sophisticated needs of consumers. In order for companies to follow this trend, it is necessary to constantly improve (innovate) their products and/or services and create added value for the consumer, which is a source of creating and maintaining a competitive advantage in the market. As innovations “repose” in the knowledge of individuals, companies invest a significant amount of financial resources in the education of their employees because they represent a part of the intellectual capital of the company. The subject of this paper is the analysis of the relationship between investment in R&D and market cap. The aim is to show how investing in research and development affects the market value of companies.

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Nurtjahjani, Fullchis, Noermijati Noermijati, Djumilah Hadiwidjojo und Dodi Wirawan Irawanto. „Transformational Leadership in Higher Education: (A Study in Indonesian Universities)“. In 3rd Asia Pacific International Conference of Management and Business Science (AICMBS 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200410.015.

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Bi, XiaoQing, und Liming Zhan. „The Research of Game between Business Leader's Leadership Style and Staff Innovative Behavior“. In 2016 2nd International Conference on Education Technology, Management and Humanities Science. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/etmhs-16.2016.131.

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Jiang, Mengfei, und Huimin Wei. „Research on Team Leadership Emergence and Its Driving Factors“. In Proceedings of the 1st International Conference on Business, Economics, Management Science (BEMS 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/bems-19.2019.57.

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Zhang, Meihua. „Notice of Retraction: Family Business Succession Based on Leadership Establishment of China's Rich Second Generation“. In 2010 International Conference on Management and Service Science (MASS 2010). IEEE, 2010. http://dx.doi.org/10.1109/icmss.2010.5575526.

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Margiadi, Benediktus, und Amin Wibowo. „Psycap as an Antecedent of Authentic Leadership and the Moderating Role of Organizational Climate“. In 3rd Asia Pacific International Conference of Management and Business Science (AICMBS 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200410.010.

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Apriwandi, Supriyono und Arifa Choirunnisa. „The Moderation Effect of Power Distance Orientation and Leadership Personality on Budget Participation and Relationship of University Performance in Indonesia“. In 3rd Asia Pacific International Conference of Management and Business Science (AICMBS 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200410.001.

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Berichte der Organisationen zum Thema "Business investing management leadership management science"

Mosalam, Khalid, Amarnath Kasalanati und Grace Kang. PEER Annual Report 2016. Pacific Earthquake Engineering Research Center, University of California, Berkeley, CA, Januar 2017. http://dx.doi.org/10.55461/anra5954.

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The Pacific Earthquake Engineering Research Center (PEER) is a multi-institutional research and education center with headquarters at the University of California, Berkeley. PEER’s mission is to develop, validate, and disseminate performance-based seismic design technologies for buildings and infrastructure to meet the diverse economic and safety needs of owners and society. The year 2016 began with a change of leadership at PEER. On January 1, Professor Khalid Mosalam became the new PEER Director as Professor Stephen Mahin completed his 6- year term. Also in early 2016, Dr. Yousef Bozorgnia stepped down from the position of Executive Director, after serving as a key member of PEER’s management team for over 12 years. Several accomplishments of the Center during the leadership of Director Mahin were recounted during the PEER Annual Meeting on January 28–29, 2016. This meeting also set the course of the Center with several new thrust areas identified for future research. During the past year, PEER has continued its track record of multi-institutional research with several multi-year Mega-Projects. The PEER Tall Buildings Initiative (TBI) was recently expanded to include assessment of the seismic performance of existing tall buildings. The California Earthquake Authority (CEA) awarded a $3.4 million, 3.5-year research contract to PEER to investigate the seismic performance of wood-frame homes with cripple walls. The project will directly contribute to the improvement of seismic resiliency of California’s housing stock. Former Director Mahin will lead a broad effort for computational modeling and simulation (SimCenter) of the effects of natural hazards on the built environment. Supported by a 5-year, $10.9-million grant from the National Science Foundation (NSF), the SimCenter is part of the Natural Hazards Engineering Research Infrastructure (NHERI) initiative, a distributed, multi-user national facility that will provide natural hazards engineers with access to research infrastructure (earthquake and wind engineering experimental facilities, cyberinfrastructure, computational modeling and simulation tools, and research data), coupled with education and community outreach activities. In addition to the Mega Projects, PEER researchers were involved in a wide range of research activities in the areas of geohazards, tsunami, and the built environment focusing on the earthquake performance of old and new reinforced concrete and steel structures, tall buildings, and bridges including rapid bridge construction. As part of its mission, PEER participated in a wide range of education and outreach activities, including a summer internship program, seminars, OpenSees days, and participation in several national and international conferences. The Center became an active board member of two prominent international organizations, namely GADRI (Global Alliance of Disaster Research Institutes) and ILEE (International Laboratory of Earthquake Engineering). PEER researchers and projects were recognized with awards from several organizations. Going forward, PEER aims to improve the profile and external exposure of the Center globally, strengthen the Business-Industry-Partnership (BIP) program, engage the Institutional Board (IB) and the Industry Advisory Board (IAB) to identify new areas of research, and explore new funding opportunities.

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Innovative Solutions to Human-Wildlife Conflicts: National Wildlife Research Center Accomplishments, 2007. U.S. Department of Agriculture, Animal and Plant Health Inspection Service, Januar 2008. http://dx.doi.org/10.32747/2008.7206794.aphis.

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The National Wildlife Research Center (NWRC) is a world leader in providing science-based solutions to complex issues of wildlife damage management. As the research arm of Wildlife Services (WS) program within the U.S. Department of Agriculture's (USDA) Animal and Plant Health Inspection Service, NWRC work with WS operational staff to provide Federal leadership and expertise to resolve wildlife conflicts related to agriculture, livestock, human health and safety (including wildlife diseases), invasive species, and threatened and endangered species. NWRC is committed to finding nonlethal solutions to reduce wildlife damage to agricultural crops, aquaculture, and natural resources. As part of WS' strategic plan to improve the coexistence of people and wildlife, NWRC has identified four strategic program goals: (1) developing methods, (2) providing wildlife services, (3) valuing and investing in people, and (4) enhancing information and communication. WS is dedicated to helping meet the wildlife damage management needs of the United States by building on NWRC's strengths in these four key areas. This annual research highlights report is structured around these programs goals.

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