Thematische Bibliographien / Corporate meetings

Inhaltsverzeichnis

  1. Zeitschriftenartikel
  2. Dissertationen
  3. Bücher
  4. Buchteile
  5. Konferenzberichte
  6. Berichte der Organisationen

Auswahl der wissenschaftlichen Literatur zum Thema „Corporate meetings“

Autor: Grafiati
Veröffentlicht am 4. Juni 2021
Zuletzt aktualisiert am 1. August 2024

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Zeitschriftenartikel zum Thema "Corporate meetings"

1

Rahm, Henrik, und Alexander Paulsson. „Corporate Elites on Stage“. Fachsprache 46, Nr. 1-2 (19.04.2024): 62–75. http://dx.doi.org/10.24989/fs.v46i1-2.2001.

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Inspired by Austin’s work on the performativity of speech acts and Goffman’s notion of speaker positionings, this paper explores how annual general meetings are propelled by and interwoven with a corporate genre of professional communication. While observing more than thirty corporate annual general meetings for listed companies at Nasdaq Stockholm in Sweden over three years, we identified that the corporate elites populating the stages at these meetings act as meeting-professionals. Being meeting-professionals, the corporate elites have acquired knowledge of how to conduct a formal meeting by learning the genre, identifying which positions are available during a meeting and, based on these two pieces of knowledge, utter speech acts. Our concluding discussion points to the need for future studies of how corporate elites learn and use the genre of corporate communication to utter speech acts that ultimately form these kinds of formal meetings and perpetuate capitalist relations.
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Syahraini, Syahraini, Saparudin Siregar und Sugianto Sugianto. „SHARIA BANK CORPORATE GOVERNANCE BASED ON MAQASHID SHARIA“. International Journal of Economic, Business, Accounting, Agriculture Management and Sharia Administration (IJEBAS) 1, Nr. 2 (26.12.2021): 397–403. http://dx.doi.org/10.54443/ijebas.v1i2.138.

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This study aims to determine the effect of Good Corporate Governance as measured by the number of sharia supervisory boards, sharia supervisory board meetings, the number of boards of directors, board of directors meetings, the number of commissioners, board of commissioners meetings on the performance of maqashid sharia. The results of this study indicate that the variable meeting the board of directors has a significant effect on the performance of maqashid sharia. While the variable number of sharia supervisory board, sharia supervisory board meeting, number of board of directors, number of board of commissioners and board of commissioners meeting on maqashid sharia performance.
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Ianniello, Giuseppe, und Alessandra Stefanoni. „Corporate Profitability and Shareholder Meeting Participation in Italian Listed Companies“. International Journal of Business and Management 17, Nr. 3 (25.01.2022): 26. http://dx.doi.org/10.5539/ijbm.v17n3p26.

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This paper intends to investigate the relationship between the attendance of annual general meetings (AGMs) and company performance in terms of profitability. In particular, it is intended to highlight some elements that can be interpreted as constituting attendance at the shareholder meetings, for example, the number of shareholders present at the shareholder meeting, the share of authorized capital attending the shareholder meeting, and the duration of the shareholder meeting. Following this analysis, attention is devoted to the relationship between corporate performance and shareholder meeting participation (one of the possible governance mechanisms available to monitor the activity carried out by company management). We analyse the AGMs convened for the adoption of financial statements. Empirically, the study uses the minutes of the meetings of a sample of Italian listed companies held in 2017 and 2018 on the occasion of the adoption of financial statements for the 2016 and 2017 fiscal periods, respectively. The main results show a positive relationship between the share of authorized capital attending annual shareholder meetings and the level of corporate profitability of Italian listed companies.
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Boshnak, Helmi A. „Corporate Governance Mechanisms and Firm Performance in Saudi Arabia“. International Journal of Financial Research 12, Nr. 3 (11.01.2021): 446. http://dx.doi.org/10.5430/ijfr.v12n3p446.

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This paper examines the impact of corporate governance mechanisms including board size, independence, and meeting frequency, audit committee size and meeting frequency, CEO duality and ownership concentration on the operational, financial and market performance of Saudi listed firms using a contingent theoretical-based framework drawing on agency theory, stewardship theory and resource dependence theory. This study examines 210 listed Saudi Stock Exchange firms over the timeframe 2017 to 2019. The paper applies both a manual content and regression analysis approach. The results show that firm performance deteriorates with board size and independence, audit committee and meeting frequency, and the presence of CEO role duality, while performance improves with board meeting frequency and ownership concentration. Thus, Saudi firms should respond by maintaining smaller boards and more frequent meetings, keeping the Chair and CEO roles separate, and maintaining smaller audit committees with more focused meetings. Further, the appointment of independent directors only makes a meaningful contribution to firm performance where they are truly independent. Finally, more concentrated ownership tends to encourage better firm performance due to the regime of monitoring and discipline concomitant with more powerful shareholders. The implications of this paper are threefold. First, the implementation by Saudi Arabia of the latest corporate governance regulations and IFRS adoption almost certainly impact firm performance markedly. Second, corporate governance regulations should recognize the role of more frequent board meetings and more concentrated ownership in enhancing corporate performance. Third, stakeholders should apply pressure on investee firms to maintain smaller boards, engage genuinely independent directors, separate the role of Chairman and CEO, and maintain smaller audit committees with fewer and more effective meetings. The results should help corporate boards when deciding on the best corporate governance mechanisms to enhance firm performance. Further, the study should provide policy makers with a better understanding of the corporate governance structures required to promote better performance by drawing on existing theories and the empirical modelling, in an emerging economy setting such as Saudi Arabia, a new and broader data set, thereby informing better future policy and protecting shareholders’ interests.
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Chu, Pyung Kun. „Corporate Social Responsibility Proposals and Firm Valuation“. International Journal of Financial Studies 9, Nr. 3 (26.08.2021): 45. http://dx.doi.org/10.3390/ijfs9030045.

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Corporate social responsibility (CSR) is a topic which has recently been attracting an increasing amount of attention with respect to corporate operations, and shareholder proposals on CSR are also one of the main types of proposals at firms’ annual shareholder meetings. However, even though the frequency of CSR proposals at annual meetings is comparable to other types of shareholder proposals, the approval rate of CSR proposals is significantly lower than that of other types of proposals, meaning that most CSR proposals are not recommended by the annual meeting to the board of directors for further approval. Motivated by this stylized fact, this study investigates the value of the submission of CSR shareholder proposals. Using a regression discontinuity design with shareholder proposal data of US public companies between 2006 and 2019, this study examines the importance of shareholders’ interest in CSR for firm valuation. Interestingly, while the CSR proposals themselves are typically not approved, the submission of CSR proposals by shareholders at annual meetings matters for the value impact of other types of shareholder proposals. More specifically, the causal effect of approving a corporate governance proposal on shareholder value is significantly positive only if the corporate governance proposal is voted together with a CSR proposal at the same meeting, i.e., the presence of CSR proposals is important for firm value through its interrelations with corporate governance proposals. This shows that the submission of CSR shareholder proposals has significant value implications, even if the CSR proposals themselves are not approved at annual meetings.
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Gansbeke, Esmée Van, Patricia Everaert, Gerrit Sarens und Ignace De Beelde. „Audit committees in listed companies: an international comparison of composition and meetings“. Corporate Ownership and Control 5, Nr. 3 (2008): 75–85. http://dx.doi.org/10.22495/cocv5i3p9.

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This paper compares the number of audit committee (AC) members, meeting frequency and the presence of internal auditors at AC meetings of listed companies according to their country of domicile. We consider the USA, the UK, the Netherlands, France and Belgium. Hypotheses are developed based on differences in corporate governance codes. Data are gathered from annual reports of 100 listed companies in these countries. Our results indicate fewer AC members in the Netherlands, and a higher frequency of AC meetings in the UK and Belgium, countries where corporate governance codes do not proscribe a minimum number of meetings. The presence of an internal auditor at AC meetings was, on average, highest for firms listed in the USA.
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Abdul Samat, Nor Hayati, Hasani Mohd. Ali und Ahmad Shamsul Abd Aziz. „ELECTRONIC SHAREHOLDERS’ MEETING AS A NEW NORM AFTER COVID-19: IS MALAYSIA READY?“ International Journal of Law, Government and Communication 5, Nr. 21 (31.12.2020): 248–56. http://dx.doi.org/10.35631/ijlgc.5210020.

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Electronic shareholders’ meeting is a modern method of conducting a shareholders’ meeting. When it was first introduced, the corporate community was less excited to take advantage of it. This situation changed when the world faced the COVID-19 pandemic. When human movement is being controlled to break the chain of infections, companies see electronic meetings as an alternative to hold shareholder meetings. Whether it can survive as the new norm of the corporate world depends on various factors. This paper analyse three things deem fundamental in assessing the issue. First is the law that can be the basis of its implementation. The second is support from infrastructure. The third is the ability of shareholders to participate in it. At the end of this discussion, it is concluded that Malaysia has all three requirements as forwarded by this paper. As such, Malaysia may be considered ready to accept electronic meetings as a new norm in organising shareholders’ meetings.
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Mwape, Victor. „Streamlining Corporate Governance in the Digital Age: Re-evaluating Notice Periods for Meetings in Zambia“. International Journal of Research and Innovation in Social Science VIII, Nr. V (2024): 1952–68. http://dx.doi.org/10.47772/ijriss.2024.805141.

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The rapid rise of technological advancements challenges traditional corporate governance practices, particularly minimum notice periods for company meetings. This article investigates the effectiveness of current notice periods (14-21 days) stipulated in the Zambian Companies Act No. 10 of 2017 (Section 63) in facilitating shareholder participation in the digital age. We analyse whether advancements like electronic meeting platforms, secure online document sharing, and e-voting can enable effective participation even with shorter notice periods. The article proposes a nuanced approach, suggesting potential adjustments to notice periods based on meeting type (Annual General Meetings vs. Extraordinary General Meetings) and technology utilization. We acknowledge challenges such as the digital divide and cybersecurity concerns, proposing solutions to ensure inclusive participation and mitigate risks. This research advocates for a future-oriented approach to corporate governance in Zambia, leveraging technology to streamline communication and empower shareholders.
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Sharma, Vineeta, Vic Naiker und Barry Lee. „Determinants of Audit Committee Meeting Frequency: Evidence from a Voluntary Governance System“. Accounting Horizons 23, Nr. 3 (01.09.2009): 245–63. http://dx.doi.org/10.2308/acch.2009.23.3.245.

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SYNOPSIS: Because authoritative statements on corporate governance (e.g., the Sarbanes-Oxley Act of 2002) are silent about how frequently audit committees should meet, corporate audit committees have considerable discretion in scheduling meetings. Although prior research shows the frequency of audit committee meetings is an important indicator of the effectiveness of the audit committee, we know very little about the underlying determinants of meeting frequency. In this study, we examine the determinants of the frequency of audit committee meetings in a voluntary governance system, New Zealand. We find that multiple directorships, audit committee independence, and an independent chair of the audit committee are negatively associated with meeting frequency. Other variables negatively associated with meeting frequency include a Big 4 auditor, growth opportunities, and regulated industry. Audit committee meeting frequency is positively associated with the size of the audit committee and the level of institutional and managerial ownership. We also find that financial expertise and board independence are positively associated with meeting frequency when the risk of financial misreporting is higher.
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Magar, Dristi Thapa, und Dhan Bahadur Pun. „Effects of Corporate Governance on Bank Risk Taking“. Lumbini Journal of Business and Economics 10, Nr. 1-2 (31.12.2022): 54–66. http://dx.doi.org/10.3126/ljbe.v10i1-2.54202.

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This paper intends to examine the effects of corporate governance on bank risk-taking. The data from 14 commercial banks are collected by applying stratified random sampling technique for the period of 2010 to 2021. Board size, audit committee meeting, institutional ownership, CEO tenure, board meeting, and CEO age are taken as proxies for corporate governance variables, and the non-performing loan ratio is taken as a proxy for bank risk-taking. The result of unbalanced panel regression shows a significant positive effect of board size and CEO age on bank risk-taking, whereas the effect of audit committee meetings, institutional ownership, CEO tenure, and board meetings on bank risk-taking is insignificant. Therefore, it can be concluded that Nepalese commercial banks can improve their performance by keeping the board size as small as possible and hiring younger CEOs so as to avoid undesirable risk-taking.
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Dissertationen zum Thema "Corporate meetings"

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Turra, Elisa. „Exploring interaction in Italian new economy corporate meetings“. Thesis, Lancaster University, 2008. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.527162.

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Blum, Kimberly A. „ABB Canada national sales conference : a case study /“. Online version, 1993. http://hdl.handle.net/1850/11797.

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Wolf, Andreas. „Wege zur virtuellen Haupt- und Gesellschafterversammlung : eine vergleichende Untersuchung über die Einbeziehung elektronischer Medien in die Hauptversammlung einer Aktiengesellschaft und die Gesellschafterversammlung einer GmbH /“. Frankfurt a.M ; New York : P. Lang, 2004. http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&doc_number=012811788&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA.

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Smith, Rodger W. „Hidden theatre : corporate theatre in America /“. free to MU campus, to others for purchase, 1997. http://wwwlib.umi.com/cr/mo/fullcit?p9841336.

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Moss, Malcolm William. „Student affairs administrators' university relationships : a study of language usage in departmental meetings /“. Diss., This resource online, 1991. http://scholar.lib.vt.edu/theses/available/etd-07282008-135114/.

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Isenberg, Gunnar. „Die Geschäftsordnung für die Organe der Aktiengesellschaft /“. Frankfurt am Main ; New York : P. Lang, 2005. http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&doc_number=014586001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA.

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Wu, Pei-Yi. „Corporate Social Responsibility Behaviours and Beliefs in the Meetings, Incentives, Conventions and Exhibitions Industry : Application of the Theory of Planned Behaviour“. Thesis, Griffith University, 2015. http://hdl.handle.net/10072/365356.

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The topic of corporate social responsibility (CSR) in the meeting, incentive trips, conventions and exhibition (MICE) industry has been discussed intensively in the recent years, but is still a young field in terms of industrial practice and academic research. There are considerable environmental, social and environmental responsible initiatives implemented in the industry. These responsible organisations make efforts to maximise the benefits while minimising the negative impacts of their business conduct on the local communities. However, the level of CSR involvement of the MICE organisations is not clear and the perceptions with respect to the need to engage to CSR are indefinite across business stakeholders, such as event clients, delegates and the host communities. This urges the investigation of both CSR adoption in the industry and the influential factors of such adoption. This research aims to understand why MICE organisations, particularly the venue sector, participate in CSR adoption. The concept of CSR is first discussed in line with Carroll’s (1979) Pyramid of Corporate Social Responsibility and Wood’s (1991) Corporate Social Performance Model. Then, the relationship between CSR and the MICE industry is described in terms of sustainability, positive and negative impacts of business activities and the possible determinants of CSR adoption. With the theoretical underpinning of the Theory of Planned Behaviour (TpB), a mix method is employed to answer five research questions...
Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
Griffith Business School
Griffith Business School
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Деревянко, Богдан Володимирович, und Bogdan Derevyanko. „Зловживання акціонером корпоративними правами“. Thesis, Ірпінь: УДФС, 2016. http://dspace.puet.edu.ua/handle/123456789/6663.

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Запропоновано законодавчо врегулювати питання відповідальності акціонерів, які володіють значним пакетом акцій за зловживання правами під час скликання та проведення корпоративних зборів. Для усунення явища «грінмейлу» слід рекомендувати керівництву акціонерних товариств більше уваги приділяти правовій роботі на підприємстві, тобто своєчасному та якісному виконанню товариством своїх зобовʼязань перед акціонерами, а також слід на рівні локальних актів встановити пропорційну залежність між кількістю акцій, наявних у акціонера, та інформацією, яка йому повинна бути надана товариством. Предложено законодательно урегулировать вопрос ответственности акционеров, обладающих значительным пакетом акций, за злоупотребление правами при созыве и проведении корпоративных собраний. Для устранения явления «гринмейла» следует рекомендовать руководству акционерных обществ больше внимания уделять правовой работе на предприятии, то есть своевременному и качественному выполнению обществом своих обязательств перед акционерами, а также следует на уровне локальных актов установить пропорциональную зависимость между количеством акций, имеющихся у акционера, и информацией, которая ему должна быть предоставлена АО. A law the responsibility of shareholders owning significant stakes for the abuse of rights in the calling and holding corporate meetings. To eliminate the phenomenon of "greenmail" should be encouraged management corporations pay more attention to the legal work for the company that is timely and quality execution of company obligations to shareholders and should be at the level of local acts to establish a proportional relationship between the number of shares available to the shareholder and information that it should be given company.
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Деревянко, Богдан Володимирович, Богдан Владимирович Деревянко, Bohdan Volodymyrovych Derevianko, Анна Валентинівна Спичак, Анна Валентиновна Спичак und Anna Valentinivna Spychak. „Зловживання акціонером корпоративними правами“. Thesis, Університет державної фіскальної служби України, 2016. http://essuir.sumdu.edu.ua/handle/123456789/52978.

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Запропоновано законодавчо врегулювати питання відповідальності акціонерів, які володіють значним пакетом акцій за зловживання правами під час скликання та проведення корпоративних зборів. Для усунення явища «грінмейлу» слід рекомендувати керівництву акціонерних товариств більше уваги приділяти правовій роботі на підприємстві, тобто своєчасному та якісному виконанню товариством своїх зобовʼязань перед акціонерами, а також слід на рівні локальних актів встановити пропорційну залежність між кількістю акцій, наявних у акціонера, та інформацією, яка йому повинна бути надана товариством.
Предложено законодательно урегулировать вопрос ответственности акционеров, обладающих значительным пакетом акций, за злоупотребление правами при созыве и проведении корпоративных собраний. Для устранения явления «гринмейла» следует рекомендовать руководству акционерных обществ больше внимания уделять правовой работе на предприятии, то есть своевременному и качественному выполнению обществом своих обязательств перед акционерами, а также следует на уровне локальных актов установить пропорциональную зависимость между количеством акций, имеющихся у акционера, и информацией, которая ему должна быть предоставлена АО.
A law the responsibility of shareholders owning significant stakes for the abuse of rights in the calling and holding corporate meetings. To eliminate the phenomenon of "greenmail" should be encouraged management corporations pay more attention to the legal work for the company that is timely and quality execution of company obligations to shareholders and should be at the level of local acts to establish a proportional relationship between the number of shares available to the shareholder and information that it should be given company.
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Byrne, Margaret Mary, und University of Western Sydney. „Workplace meetings and the silencing of women : an investigation of women and men's different communication styles and how these influence perceptions of leadership capability within Australian organisations“. THESIS_XXX_XXX_Byrne_M.xml, 2004. http://handle.uws.edu.au:8081/1959.7/667.

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The aim of this thesis is to investigate how the distribution and function of talk in workplace meetings contributes to differential outcomes for women and men in Australian organisations. This study explores how patterns of male advantage and female disadvantage are reproduced in workplace meetings through the different communication styles which tend to be employed by men and women, and through the way that these different performances are judged. Workplace meetings emerge as a critical site where leadership potential is identified yet, it is argued, men and women do not meet as equals when they meet at work. The thesis includes an evaluation of the current literature on women's and men's communication styles, and the findings of the present study are discussed in terms of the extent to which they correlate with or diverge from existing views. The implications for social change are explored and recommendations provided for the consideration of organisations seeking to broaden the pool of talent from which future leaders are drawn.
Doctor of Philosophy (PhD)
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Bücher zum Thema "Corporate meetings"

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Carnes, William T. Effective meetings for busy people: Let's decide it and go home. New York: IEEE Press, 1987.

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Nathan, Hartley R. Corporate meetings: Law and practice. Scarborough, Ont: Carswell, 1995.

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Nathan, Hartley R. Corporate meetings: Law and practice. Scarborough, Ont: Carswell, 1992.

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Nizamuddin, G. The administration of company meetings. Karachi: Institute of Corporate Secretaries of Pakistan, 1992.

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Taylor, Harold L. Manage your meetings: A guidebook to productive and cost-effective business meetings. Willowdale, Ont: Time Management Consultants, 1987.

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American Society of Corporate Secretaries. Corporate Practices Committee., Hrsg. Corporate minutes: A monograph for the corporate secretary. New York, NY: American Society of Corporate Secretaries, 2002.

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1959-, Gartner Steven J. Corporate minutes. Washington, D.C: Bureau of National Affairs, 2004.

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8

Berg, Mie. Møteboka: En folkelivsskildring fra det 20. århundre. [Oslo]: Cappelen, 1985.

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National Institute of Business Management., Hrsg. Mastering meetings. New York: Berkley Books, 1990.

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Secretaries, American Society of Corporate. Logistical arrangements for board meetings: A guide for the corporate meetings. New York, N.Y: American Society of Corporate Secretaries, 1999.

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Buchteile zum Thema "Corporate meetings"

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Wong, Wei Fong. „Board Meetings, General Meetings and Shareholder Activism“. In The Impact of COVID-19 on Corporations and Corporate Law in Malaysia, 87–108. Singapore: Springer Nature Singapore, 2022. http://dx.doi.org/10.1007/978-981-19-5519-8_5.

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Hechenblaikner, Georg. „Green Meetings im Congress Centrum Alpbach“. In Management-Reihe Corporate Social Responsibility, 577–92. Berlin, Heidelberg: Springer Berlin Heidelberg, 2019. http://dx.doi.org/10.1007/978-3-662-59748-4_41.

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Brown, Darrell. „The Effectiveness of Shareholders' Meetings: An Overview of Recent Developments“. In International Corporate Governance After Sarbanes-Oxley, 223–65. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2015. http://dx.doi.org/10.1002/9781119201885.ch12.

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Proelss, Alexander, und Robert C. Steenkamp. „Liability Annex to the Protocol on Environmental Protection to the Antarctic Treaty“. In Corporate Liability for Transboundary Environmental Harm, 537–57. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-13264-3_12.

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AbstractTwenty-nine States (the ‘Consultative Parties’), each with a substantial interest in Antarctica, collectively manage Antarctica through a system of consensus-based decisions. Traditionally, the Antarctic Treaty together with recommendations and measures adopted by the Antarctic Treaty Consultative Meetings (ATCM), the Convention on the Conservation of Antarctic Marine Living Resources (CAMLR Convention) and the Convention for the Conservation of Antarctic Seals (CCAS) form the basis of the Antarctic Treaty System. However, the Consultative Parties began to expand their environmental responsibilities in Antarctica in 1970 and agreed that they “should assume responsibility for the protection of the environment and the wise use of the Treaty area”. A major step in this regard was the addition to the Antarctic Treaty System of the Protocol on Environmental Protection to the Antarctic Treaty (PEPAT or the Protocol). Together with safeguarding free and peaceful scientific research, the Protocol incorporates the protection of the Antarctic environment into the Antarctic Treaty System. The Protocol has six annexes, with Annex VI (Liabilities Arising from Environmental Emergencies) being a product of the obligations contained in Articles 15 and 16 of the PEPAT. Specifically, Article 16 of the PEPAT states that:
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Katsu, Etsuko. „Universities in an Era of Post-Corona “New Order”“. In The Promise of Higher Education, 239–43. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-67245-4_37.

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AbstractSince the beginning of 2020, the global spread of the coronavirus has caused a sudden disappearance in both supply and demand of goods. This had a major impact on the macroeconomy and corporate management. Our lifestyle is about to change drastically, and companies and universities have changed their work styles by moving to remote work and online meetings. In this memorable year, which also marks the 70th anniversary of IAU, I focus on how universities should be in an era of post-Corona “new order” from a Japanese perspective.
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Spitzeck, Heiko Hosomi. „The Meeting with the Goddess“. In The Corporate Hero's Journey, 47–56. London: Routledge, 2024. http://dx.doi.org/10.4324/9781032615080-8.

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Furrer, Olivier. „Integrity and Corporate Governance: Controlling Managers and Meeting Corporate Social Responsibilities“. In Integrity in Organizations, 480–97. London: Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137280350_25.

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Harris, Terry. „Competition Culture and Meeting/Beating Analysts’ Earnings Forecasts“. In Competition Culture and Corporate Finance, 149–64. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-30156-8_7.

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Matsusaka, Yosuke, Yasuhiro Katagiri, Masato Ishizaki und Mika Enomoto. „Unsupervised Clustering in Multimodal Multiparty Meeting Analysis“. In Multimodal Corpora, 93–108. Berlin, Heidelberg: Springer Berlin Heidelberg, 2009. http://dx.doi.org/10.1007/978-3-642-04793-0_6.

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Gotterbarn, Don. „Corporate Social Media Use Policy: Meeting Business and Ethical Responsibilities“. In ICT Critical Infrastructures and Society, 387–98. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-33332-3_36.

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Konferenzberichte zum Thema "Corporate meetings"

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Shami, N. Sadat, Li-Te Cheng, Steven Rohall, Andrew Sempere und John Patterson. „Enhancing distributed corporate meetings with lightweight avatars“. In the 28th of the international conference extended abstracts. New York, New York, USA: ACM Press, 2010. http://dx.doi.org/10.1145/1753846.1754064.

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Ulrich, Patrick, und Ramona Zettl. „The virtual annual general meeting in Germany: A theoretical and empirical analysis of design possibilities and future prospects“. In New outlooks for the scholarly research in corporate governance. Virtus Interpress, 2023. http://dx.doi.org/10.22495/nosrcgp22.

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JOURNAL MENU THE VIRTUAL ANNUAL GENERAL MEETING IN GERMANY: A THEORETICAL AND EMPIRICAL ANALYSIS OF DESIGN POSSIBILITIES AND FUTURE PROSPECTS DOWNLOAD THIS ARTICLE Patrick Ulrich ORCID logo, Ramona Zettl https://doi.org/10.22495/nosrcgp22 Creative Commons License This work is licensed under a Creative Commons Attribution 4.0 International License. Abstact The following study shows theoretical and empirical evidence regarding the use of virtual annual general meetings in Germany. This has become commonplace during COVID-19. At the moment, there is an ongoing discussion on the chances and disadvantages of virtual annual shareholders’ meeting (AGM) in Germany
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Di Tommaso, Francesco. „Corporate governance of state-owned enterprises and their role in the society: How has it changed during COVID-19?“ In Corporate governance: A search for emerging trends in the pandemic times. Virtus Interpress, 2021. http://dx.doi.org/10.22495/cgsetpt1.

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We can start talking about the COVID-19 pandemic as an unprecedented shock that has required unique responses from many corporations. Understanding how they have responded is of first-order importance for the fields of corporate governance, corporate finance and stewardship. While some insights begin to emerge, others will take time and depend on more complete data sets to become available, such as financial statements and governance records for 2020. Such data typically come from annual reports and proxy statements. US companies with an end of the fiscal year on December, 31 hold their annual meetings in the spring. They typically file their annual reports by the end of March, but in 2019, some 30 percent of the 7,000 reports were filed in April and later. While firms also publish quarterly data, most release comprehensive annual data only 90 days after their fiscal year end, so the earliest date that a large sample of data on US firms will be available is April 2021. These dates may be similar or even later for firms in other countries
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Hoyos, Maria Fernanda, und Luis Fernando Botero. „Revisión a la aplicación del last planner system en empresas de construcción colombianas“. In XI SIMPÓSIO BRASILEIRO DE GESTÃO E ECONOMIA DA CONSTRUÇÃO. Antac, 2021. http://dx.doi.org/10.46421/sibragec.v11i00.36.

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This article aims to expose the review of the Last Planner System application in three Colombian construction companies. The paper summarizes the second part of the research work of the authors, who in a first stage studied the state of the art of the LPS in Colombia, with the participation of 16 companies. Data collection for the initial diagnosis was made through non-participant observation in the weekly planning meetings of the building projects and dialogue with the managers of the Lean area in each company. The weak aspects in each planning level were all identified, then the socialization of the good practices and permanent feedback was carried out through an accompanying work guided by the authors and the managers of the Lean area. The results show the state of application of good practices and the barriers found by the authors in the interiorization process within the corporate culture.
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Boszczowski, Eduardo Bomfim, Gabriel José de Castro Santos Silva und Kleber Vinicius da Cruz. „Southern Pipelines Strategic Plan Management Tools“. In 2012 9th International Pipeline Conference. American Society of Mechanical Engineers, 2012. http://dx.doi.org/10.1115/ipc2012-90595.

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The Petrobras Transporte SA Strategic Plan (SP) is an instrument that contains the strategic positioning of the company and aims at guiding the management and action plan in the achievement of the corporate goals. Apart from that, the SP explains the portfolio of investment projects by segment and business area. Every year since 2009, the Terminals and Pipelines Board of Directors have allocated the strategic objectives under their responsibility in order to ensure the alignment of the strategic planning with the operational activities of the company. For this end the strategic objectives are distributed between the Pipeline Executive Management and the Marine Terminals Executive Management. This division allows for the assignment of responsibilities in a structured way throughout the organization, this way setting up the Tactical Plan of the Business Units. To achieve the goals, the evolution of the Tactical Plan of the Pipelines Executive Management is monitored through regular meetings with the Regional Managements as well as through diversions, potential difficulties and corrective and preventive actions. Besides regular meetings, several instruments have been implemented for effective monitoring of the Tactical Plan, e.g. a web based platform for sharing information, video conferences, performance indicators and other tools that enable the management of the actions. This paper aims to describe best practices applied to the purposes and goals of the Pipeline Tactical Plan under the management of the Southern Pipelines Management, describing their Benefits to the company in a long-term horizon under conditions of uncertainty of the international energy market.
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Wang, Zhehao, Hussain Jobarah und Zouhair Kaaki. „Response, Retune, Revive: The Duty of Producing Never Ceases in Pandemic“. In SPE Annual Caspian Technical Conference. SPE, 2021. http://dx.doi.org/10.2118/207051-ms.

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Abstract The COVID-19 pandemic has affected every facet of global society. It has become evident that the impacts of this pandemic will be far-reaching and long lasting. The abstract showcases how producing entities can stand up to pandemic by initiating manpower demographical study, working schedule adjustment, communication protocol and reinforcing online job training to proactively manage the workforce in a COVID-19 impacted working environment. Entities should take systematic approaches to handle the crisis. To help employees achieve well-being in work and personal life, management can motivate employees to join Emotional Wellbeing Roadshow, and launch multiple COVID-19 campaigns to improve awareness. To support workforce continuity, an analyst can perform a workforce demographical study. Administrative staff have the option to work remotely at home, especially for senior or those with chronic illness. Working schedules can be adjusted to minimize the travelling for employees from areas with high COVID-19 rates. It is highly recommended to vaccinate employees and eligible family members. For international entities with thousands of employees and contractors, the workforce is from multiple countries. The diversification of nationality, age, educational background and working experience can create challenges for workforce management. The optimal result for entities is to minimize the extent to which employee is negatively impacted by pandemic, while meeting the business target. Zero employee fatalities caused by COVID-19 and retaining key personnel are the ultimate goals of workforce management during pandemic. During lockdown, staff might continue their career development through e-learning. The workforce could also take online assessments to renew work licenses or maintain job accreditation. Gathering and face-to-face meetings are to be replaced by video conferences. If approval is obtained, employees and eligible family members should have the option to take the COVID-19 vaccination. Due to successful planning, labor cost can be within the budget, and might generate cost savings due to reduced travelling. Due to controlling spread of the virus largely benefited from workforce management, the entity can successfully pass the COVID-19 Compliance Audit conducted by business line, corporate or local government agency. Entity should proactively respond to COVID-19 pandemic by providing support to workforce using developed tools and resources. In addition, mental health is treated equally as important as physical well-being. Furthermore, work style is retuned to recognize that virtual meeting and working from home could be successful and productive. Therefore, the workforce is always fully revitalized and the duty of producing never ceases in pandemic.
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Wang, Zhehao, Hussain Jobarah und Zouhair Kaaki. „Response, Retune, Revive: The Duty of Producing Never Ceases in Pandemic“. In SPE Annual Caspian Technical Conference. SPE, 2021. http://dx.doi.org/10.2118/207051-ms.

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Abstract The COVID-19 pandemic has affected every facet of global society. It has become evident that the impacts of this pandemic will be far-reaching and long lasting. The abstract showcases how producing entities can stand up to pandemic by initiating manpower demographical study, working schedule adjustment, communication protocol and reinforcing online job training to proactively manage the workforce in a COVID-19 impacted working environment. Entities should take systematic approaches to handle the crisis. To help employees achieve well-being in work and personal life, management can motivate employees to join Emotional Wellbeing Roadshow, and launch multiple COVID-19 campaigns to improve awareness. To support workforce continuity, an analyst can perform a workforce demographical study. Administrative staff have the option to work remotely at home, especially for senior or those with chronic illness. Working schedules can be adjusted to minimize the travelling for employees from areas with high COVID-19 rates. It is highly recommended to vaccinate employees and eligible family members. For international entities with thousands of employees and contractors, the workforce is from multiple countries. The diversification of nationality, age, educational background and working experience can create challenges for workforce management. The optimal result for entities is to minimize the extent to which employee is negatively impacted by pandemic, while meeting the business target. Zero employee fatalities caused by COVID-19 and retaining key personnel are the ultimate goals of workforce management during pandemic. During lockdown, staff might continue their career development through e-learning. The workforce could also take online assessments to renew work licenses or maintain job accreditation. Gathering and face-to-face meetings are to be replaced by video conferences. If approval is obtained, employees and eligible family members should have the option to take the COVID-19 vaccination. Due to successful planning, labor cost can be within the budget, and might generate cost savings due to reduced travelling. Due to controlling spread of the virus largely benefited from workforce management, the entity can successfully pass the COVID-19 Compliance Audit conducted by business line, corporate or local government agency. Entity should proactively respond to COVID-19 pandemic by providing support to workforce using developed tools and resources. In addition, mental health is treated equally as important as physical well-being. Furthermore, work style is retuned to recognize that virtual meeting and working from home could be successful and productive. Therefore, the workforce is always fully revitalized and the duty of producing never ceases in pandemic.
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Al Mandhari, Sumaiya Mohamed, und Khalid Salim Al Ghammari. „The Professional Career Path; A Structured and Transparent Guide for Career Progression and Strengthening Professional In-House Capabilities“. In ADIPEC. SPE, 2022. http://dx.doi.org/10.2118/210829-ms.

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Abstract Through the project we built a solid professional foundation beyond the Graduate Development Program, implemented competence assurance vetted through internal & external accreditation, provided a structured and transparent development route for professional staff, provided employees with more flexibility in career growth and strengthened Petroleum Development Oman's (PDO) professional in-house capabilities. In addition, we will be able to report on overall competency levels across PDO's functions to better determine focus areas for capability development. This paper presents how a uniform Competency Framework was created across the company linked with development plans in 70:20:10 approach. In addition to the development of a structured, transparent, and auditable accreditation process and the creation of corporate competencies relevant to all roles such as HSE, leadership and continuous improvement competencies to ensure standardization across the entire organization. Furthermore, the paper will showcase the new integrated talent management process enabled by an IT solution (SAP-Success Factor) which integrates the following processes: Development & Assessment Competency Management, Coaching & Mentoring, Performance Management, High Potential Identification, Employee profile, and Succession Planning. Additionally, it will present the governance structure with an effective change management plan to ensure effective roll-out. The project resulted in a new competency framework for all functions linked to competency development plans; it also resulted in structured development and assessment processes. Automation paved the way for HR data analytics, and visualization and was key to ensuring compliance and sustainability. An effective change management process was incorporated from the beginning of the project. With the Technical Director as project sponsor, the project team obtained management steer through monthly steering committee meetings attended by Managing Director Committee (MDC) members. To ensure the project outcome would meet customer needs the team held more than 200 engagements with stakeholders over the last 2 years. We have built world-class documentation and audio-visual communication package to simplify the process of guiding employees, supervisors, and Corporate Functional Discipline Heads (CFDHs) in using the system. Within the first year of the project's launch, we had more than 60% of our employees start their self-assessments and development plans which indicates a positive adoption by the users. The SAP-Success Factors integrates all the talent management processes on one platform. Through the introduction of this world class IT system, an innovative competency development process was built that assures continuous development and gap closure, hardwired with different stakeholders' roles & responsibilities. Furthermore, an accreditation point system and external assessment was introduced for progression to senior roles to ensure consistency in professionalism across PDO.
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Labudović Stanković, Jasmina. „FINANSIRANjE PREDUZEĆA EMISIJOM KORPORATIVNIH OBVEZNICA“. In XVII majsko savetovanje. Pravni fakultet Univerziteta u Kragujvcu, 2021. http://dx.doi.org/10.46793/uvp21.225ls.

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The corporate bond market contributes to the development of the financial market, its infrastructure, and affects economic growth. In developed countries, corporate bond issuance is a very common way of borrowing by the corporate sector. In developing countries, this method of borrowing is used "shyly" because companies most often turn to banks for help. In addition, the inflow of FDI in these countries contributes to meeting the financial needs of the corporate sector, thus reducing the need for bond issues. The paper compares borrowing by issuing corporate bonds and bank loans, explains the forms of issue of these securities, rating bonds, the secondary market of corporate bonds and briefly presents the picture of the corporate bonds market of Republic of Serbia.
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„TRENDS IN CORPORATE REAL ESTATE: IS EDUCATION MEETING THE PROFESSIONAL NEED?“ In 15th Annual European Real Estate Society Conference: ERES Conference 2008. ERES, 2008. http://dx.doi.org/10.15396/eres2008_222.

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Berichte der Organisationen zum Thema "Corporate meetings"

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Sembler, Jose Ignacio, Ernesto Cuestas, Roni Szwedzki, Sumiko Andrade Sakaguchi, Damian Galinsky, Fernando Barbosa, Diego Del Pilar et al. Corporate Evaluation: Evaluation of IDB Invest. Inter-American Development Bank, Juli 2023. http://dx.doi.org/10.18235/0005014.

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At the 2015 annual meeting in Busan, the Boards of Governors of the Inter-American Development Bank (IDB) and the Inter-American Investment Corporation (IIC) decided to consolidate the IDB Group's private-sector operations into the IIC. This process of consolidation and capitalization, known as the private sector merge-out, took effect on 1 January 2016. The Busan Resolution set forth a “Renewed Vision” for promoting development in the region through the private sector. This Renewed Vision provides a long-term framework (2016-2025) for IDB Invest and focuses on the objectives of: (i) strengthening effectiveness and additionality; (ii) maximizing synergies between the public and private sectors; and (iii) maximizing the efficient use of resources and ensuring long-term financial sustainability. This evaluation seeks to independently assess and report on the effectiveness of the implementation to date of the Renewed Vision, aimed at promoting development in the region through the private sector. Specifically, the general question that the evaluation aims to answer is the following: To what extent is IDB Invest on its way to achieving the end objectives set out in the Renewed Vision? To that end, the Office of Evaluation and Oversight (OVE) used a combination of complementary methods, including a review of strategic and corporate documents, financial and portfolio analyses, interviews and surveys, and documentary analyses of a sample of operations. This evaluation covers the 2016-2021 period and uses as reference the findings in OVE's 2017 midterm review of implementation of the merge-out to further analyze areas that had not yet matured at that time. The evaluation was also guided by a reference framework that linked the objectives of the Renewed Vision to the main activities and initiatives undertaken thus far to help achieve those objectives.
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Jul, Ana María. Off-Budget Operations: Report. Inter-American Development Bank, März 2006. http://dx.doi.org/10.18235/0011126.

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This study assesses the planning, implementation, programming, budgeting and evaluation of extra budgetary and tax expenditures for Brazil, Chile, Ecuador and Mexico. The off-budget operations of these countries were analyzed against the best practices guidelines defined by the OECD on Off-budget and Tax Expenditures, Budget Transparency, and Corporate Governance of State-Owned Enterprises, as well as the recommendations included in the IMF's fiscal ROSCs. This report was presented at Public Policy Management and Transparency Network's Meeting on Development Effectiveness and Result-Based Budget Management held on May 8th and 9th, 2006 in Washington DC.
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Samochowiec, Jakub, Johannes C. Bauer und Kathrin Neumüller. Strategies for Dealing With the Labour Shortage – An Overview. Gdi-verlag, GDI Gottlieb Duttweiler Institute, Juni 2023. http://dx.doi.org/10.59986/hcmm6371.

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The Swiss labour market will shrink without immigration. But even with high immigrationnfigures, it will not be possible to maintain the previous growth of the labour market. Employers need to adapt to this situation. This study compiles and arranges different measures for dealing with the labour shortage, with the aim of showing different approaches to deal with the situation. The measures are arranged following the formula: Number of person-hours x efficiency = output The increase in the number of person-hours includes, on the one hand, measures to make employers more attractive. These are relative competitive advantages in the labour market. In a survey, 1,000 employees from German-speaking Switzerland were asked about their satisfaction with different aspects of their work and these areas of satisfaction were compared with their overall satisfaction, loyalty toward their employer and intentions of quitting their jobs. It showed that development opportunities (both personal and in terms of their career) and the appreciation by an employer who matches one’s values are the most important employer attributes for employees, but it is precisely the development opportunities that are often not offered to a satisfactory extent. The increase in the number of person-hours comprises, on the other hand, measures to expand labour market participation, which means that more person-hours are worked in the market. There are many options for this. Where remote working has become the norm, there are not many obstacles to offshoring work abroad. In addition, pensioners are open to working on a project-by-project basis and, if need be, could be recruited via “gig-economy” style platforms for individual tasks. A corporate platform could lower the hurdle for pensioners who worked for that company (in terms of psychology and also the bureaucracy) and create a broad but casual recruitment pool. Furthermore, career and pension advice could encourage women to increase their working hours or at least to not to give up their jobs completely despite high childcare costs. Political measures could also be introduced to lower the latter. It is probable that the labour market of the future will have to cope with fewer people, despite all efforts to increase person-hours. The formula suggests another factor: the increase in efficiency. Automation of work processes is one example of an efficiency measure. In a survey of managers, half of the respondents thought that about 20% of the work could already be automated today. However, there was a lack of competencies (also a consequence of the labour shortage), of a technology-savvy culture and of confidence that quality can be maintained. In addition, respondents to the employee survey also perceive about 20% of the work they do as unnecessary (excessive emails, meetings, administrative tasks, etc.). This is partly attributed to too much in-house bureaucracy and too many managers – which is the occupational group that has grown the most in the swiss labor market since 1991. The connection between wages and value generation seems to be restricted both within companies and in society as a whole. The labour shortage is often also caused by an allocation problem. Even measures to increase efficiency do not necessarily lead to less need for staff. Rather, the consequence of increased efficiency is often an almost automatic expansion GDI Gottlieb Duttweiler Institute 5 of output. In order to cope with the labour shortage, it is necessary to deal with output carefully and to reflect on where output should be expanded, capped or even reduced so that any reduction in output is done in a controlled manner. Especially in the context of an increasing relevance of sustainability, there are services and products in all companies that need to be questioned and the elimination of which would promote the credibility of sustainability strategies and thus also increase the chance that the corporate values match those of young employees. Perhaps other legal forms are necessary in order to avoid the pressures for growth which are linked with a shareholder structure. Alternative models are possible.
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Sembler, Jose Ignacio, Regina Legarreta, Ernesto Cuestas, Roni Szwedzki, Sumiko Andrade Sakaguchi, Damian Galinsky, Fernando Barbosa et al. Approach Paper: Evaluation of IDB Invest. Inter-American Development Bank, September 2022. http://dx.doi.org/10.18235/0004463.

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This approach paper defines the objectives, scope, and methodology for the evaluation of IDB Invest by the Office of Evaluation and Oversight (OVE). At the 2015 annual meeting in Busan, the Boards of Governors of the Inter-American Development Bank (IDB) and the Inter-American Investment Corporation (IIC) decided to consolidate the IDB Group's private sector operations into the IIC. This decision was accompanied by a US$2.03 billion capital increase for the IIC over a 10-year period (2016-2025). This process of consolidation and capitalization, known as the private sector merge-out, took effect on 1 January 2016. In 2017, OVE completed a midterm review of implementation of the private sector merge-out to identify emerging lessons that might be helpful in completing the merge-out. In November 2017, the IIC was rebranded as IDB Invest. At the request of the Boards of Executive Directors of the IDB and IDB Invest, this evaluation was included in OVE's 2021-2022 work program. The Busan Resolution set forth a “Renewed Vision” for promoting development through the private sector. This Renewed Vision provides a long-term framework (2016-2025) for IDB Invest and focuses on strengthening development effectiveness, development impact, and additionality of operations, as well as maximizing the efficient use of resources and synergies between the IDB Group's public and private sector activities. The merge-out was selected as the way to implement this Renewed Vision. The challenges posed by the COVID-19 health crisis, as well as current discussions on the need to pursue a new business model for the institution and its financial and operational implications, make this an ideal moment to take stock of lessons learned and provide input for future discussions at the corporate level. Against this backdrop, this evaluation seeks to report independently to the Boards of Executive Directors of the IDB and IDB Invest on the effectiveness of the implementation to date of the Renewed Vision that gave rise to the creation of IDB Invest. This evaluation will also use the findings of OVE's 2017 midterm review of implementation of the merge-out to further analyze areas that had not yet matured at that time (e.g., finance, operations management, development effectiveness, etc.). The evaluation will cover the period from January 2016 (when the merge-out took effect) to December 2021.
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Meeting the family planning and reproductive health needs of factory workers. Population Council, 2021. http://dx.doi.org/10.31899/sbsr2021.1057.

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Workplace health programming, when it exists, has typically focused narrowly on occupational health and safety compliance. Few studies have been conducted on programs for family planning/reproductive health (FP/RH) for factory workers. The Evidence Project contributed to improving workers’ FP/RH through two sets of activities: (1) advocacy efforts to improve FP/RH practices and global and corporate policies to improve workplace practices, and (2) two implementation science studies to assess the impact of workplace FP/RH programs on workers’ health. This brief summarizes that work.
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Monetary Policy Report, October 2023. Banco de la República, Dezember 2023. http://dx.doi.org/10.32468/inf-pol-mont-eng.tr4-2023.

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Inflation has decreased since April, and it is projected to continue to reduce significantly throughout 2024 as it converges toward 3%. In September 2023, the headline annual inflation rate was 10.99% and completed six consecutive months of declines. Core inflation, excluding food and regulated items, has experienced three consecutive months of reductions and currently stands at 9.5%. The reduction in inflation has been slower than the projected by the Central Bank and market analysts, primarily due to: More persistent price increases in services and regulated baskets, which are affected by indexation mechanisms of past inflation and minimum wage. Increases in some prices of perishable food items. Going forward, monetary policy actions will continue contributing to inflation reduction in 2024 and its convergence toward the 3% target during 2025. Projections for 2024 consider the impact of the El Niño with moderate effects on food and energy prices, the implementation of healthy taxes, and necessary adjustments in fuel prices. Economic activity and employment continue to grow, with a projected GDP growth of 1.2% for 2023. The economic slowdown this year allows economic activity and consumption and investment expenditures to align with the long-term productive capacity of the economy, contributing to inflation reduction. For the third quarter, available economic indicators suggest an annual GDP growth of 0.4%. Despite the low growth rate, economic activity would maintain the high levels achieved in the first half of the year. Employment continues to grow in most economic sectors, and the unemployment rate remains historically low. The economic slowdown has been milder than the projected by the Central Bank, resulting in an upward revision of the 2023 growth rate from 0.9% to 1.2%. For 2024, the economy is expected to maintain a slow growth pace (0.8%), contributing to the inflation convergence to the target. Private consumption will adjust, while investment levels will remain lower than before the pandemic. In 2025, the economy is expected to return to growth rates close to those sustainable in the long-term. These adjustments in the economy are reflected in a reduction of the current account deficit and less vulnerability to external conditions changes. The policy interest rate remains at 13.25%, currently appropriate level to consolidate inflation reduction toward the 3% target and to foster sustainable economic growth. In the September and October meetings of 2023, the Board of Directors, by majority, decided to keep the interest rate unchanged at 13.25%. The current monetary policy stance is driven by persistent high inflation, forecasts and expectations of inflation exceeding the 3% target, and with levels of economic activity close to its productive capacity. The Bank will continue to monitor the economy and its key risks to make decisions that are in the best interest of the country. Some important risk factors to watch in the coming months include: El Niño phenomenon evolution, which may result in additional impacts on inflation. Wage adjustments that will be determined in the coming months. The persistence of higher price increases, particularly, in the services sub-basket. The behavior of global short and long-term interest rates that may affect the exchange rate. The economic slowdown. Reducing inflation brings multiple benefits to the economy: Reducing inflation toward the target supports the preservation of wage purchasing power. Low and stable inflation prevents regressive income and wealth redistributions. In particular, low-income individuals and the unemployed have fewer mechanisms to shield themselves from the eroding impact of inflation on their income and savings. When inflation is low, it becomes more predictable and facilitates the development and continuity of long-term financing markets (such as TES and mortgages), enabling the financing of government, corporate, and household investment projects. Additionally, when inflation is low, real interest rates are lower, making it more affordable to finance these projects. When inflation is low and stable, price movements of goods and services are more informative about the sectors in which it is most valuable to increase production. This leads to a better sectoral allocation of capital and labor and, therefore, to raising the total productivity of the economy.
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