Academic literature on the topic 'CORPORATE ECOSYSTEM'

This article proposes to consider the concepts of an innovation ecosystem and a digital platform. The analysis of world experience in terms of corporate innovative ecosystems contributing to the accelerated implementation of innovations is presented. The article focuses on corporate innovation ecosystems, gives their definition and key functions. The analysis of the management of innovative ecosystems in the world and in Russia is given. Describes the ecosystem approach and the structure of the corporate innovation ecosystem. As part of the study, it is planned to form a scheme for organizing a corporate innovation ecosystem, considering the place of digital platforms in the entire ecosystem.

The subject of the article is the development of the methodology of ergonomic design in the design of anthropogenic corporate and regional ecosystems; the object of the article is the ergonomic design of an anthropogenic corporate or regional ecosystem; the purpose of the work is to increase the efficiency of anthropogenic corporate or regional ecosystems; to achieve this goal, the following tasks are solved: descriptions of the method of ergonomic design of design complex systems; the content of the ecosystem approach in the design of anthropogenic objects in the development of the 9th technological order is studied; the concept and essence of a corporate or regional ecosystem are described; criteria for evaluating the effectiveness of corporate and regional anthropogenic ecosystems are discussed; the stages of creating corporate and regional ecosystems are described; the ergonomic design of the risks of creating corporate regional ecosystems is described; scientific the methods in the article are: methodology of ergonomical design; historical analysis; ecosystem approach; theory of technological orders; system and logical analysis; forecasting; scientific novelty of the article is connected with the development of the methodology of ergonomic design as a tool for designing corporate and regional ecosystems.

Start-ups play one of the most significant roles in global economic development. The business environment or the business ecosystem is well-known in entrepreneurship. A start-up’s success level is positively correlated with the environment in which it operates. One of the supporting factors in the start-up ecosystems is corporations, which try to connect with start-up companies using corporate acceleration programs. Another one is a higher engagement of educational institutions within the start-up environment. The study is a comparative analysis of start-up ecosystems in Shenzhen and Hong Kong from a corporate initiative perspective. The study applied a triangulated approach, synergizing primary data from interviews with relevant start-up ecosystem stakeholders and secondary data to further examine and support the initial findings. The results identified and compared the development levels of the Hong Kong and Shenzhen start-up ecosystems and were sufficient to create recommendations and best practices for start-ups and corporates interested in the respective areas. The findings suggest that Shenzhen’s start-up ecosystem is more attractive for corporations than Hong Kong’s within the context of innovation, technology, and talent. Hong Kong will first maintain its role as a business hub and as an international asset management center and, secondly, promote the development of technologies and innovation to increase its global competitiveness. The Outline Plan positions Shenzhen as a leading innovation hub within the broader area aiming to increase the city’s level of internationalization.

Indonesia is a maritime country, The economic system of the people on the coast depends on the natural resources of the sea which produce various marine and fishery products. With a damaged marine environment due to illegal fishing, natural disasters, and damaged marine ecosystems activities that have the potential to protect the marine environment are needed. To preserve Indonesia's marine ecosystem, Pertamina is implementing an environmental development program which is one of its corporate social responsibility programs. Pertamina is committed to always prioritizing the balance and preservation of nature, the environment, society. Implementation of environmental development programs carried out includes providing support for Wasi, providing aid for environmental education props and Coral Reef Rehabilitation. This research is to find out the implementation of Pertamina's corporate social responsibility environmental development program in the preservation of marine ecosystems. In this study, researchers used a qualitative approach and case studies, as a research method that illustrates that the implementation of the corporate social environmental development program will benefit the community in the preservation of Indonesia's marine ecosystem. By improving human, natural and environmental welfare, Pertamina will be able to achieve sustainable business growth.Keywords: Corporate Social Responsibility, Preservation of Marine Ecosystems

Background. With the intensification of digitalization processes, the use of FinTech tools by various business entities, which include both financial service offerors and their consumers, is becoming especially important. Analysis of recent researches and publications. The works of many scientists are devoted to the functioning of various aspects of corporate information systems. However, there is currently a lack of research on the feasibility of using financial technology instruments by business entities, their threats and security for corporate information systems. The aim of the article is to study the place of FinTech tools in the corporate information system, identify threats to their use and ensure the security of their operation. Materials and methods. The theoretical and methodological basis of the study are the works of domestic and foreign scientists on the functioning of corporate information systems and FinTech ecosystems. Results. The basis of digital transformation is the use of innovative technologies in the financial services market. This leads to the appropriate transformation of information systems of business entities and ensuring their security. There is an intensification of business use of digital banking services, digital insurance, payment platforms, raising funds through crowdfunding platforms, investing. The FinTech ecosystem within the sectoral approach should be understood as the areas of application of financial technology instruments, the services of which are used by various consumers, in particular, business entities, individuals, public authorities.The increasing digitalization of financial activities of business entities as a result of the Covid-19 pandemic has intensified the creation of additional challenges for corporate information systems for the implementation of cyber risks. Conclusion. The use of financial technology tools by business entities leads to the formation of FinTech ecosystems. Ensuring the security of information systems is the key to corporate stability. The challenge of countering cyber threats is not only for financial service offerors, but also for business entities that are their consumers, as the use of financial technology tools in financial transactions causes risks to all participants in the FinTech ecosystem.

Orchestrating an ecosystem requires coordination to create value, but prior research has tended to emphasize centralized ecosystem control over solutions involving distributed governance. By studying multilateral public-private collaborations to develop scientific knowledge to find a cure for Alzheimer’s disease, we identify a new model of ecosystem control—indirect and distributed governance using R&D consortia. We report archival and interview data on 46 consortia with overlapping corporate, nonprofit, and governmental membership. We find three models of consortia that allow member organizations to jointly orchestrate an ecosystem without centralized control. We discuss the broader implications of this model for orchestrating ecosystems.

Purpose Outlines why India is poised to be a key partner in the global ecosystem economy Design/methodology/approach Researches the advantage India has and the steps it is taking to make itself a leaders in ecosystem businesses. Findings 54 percent of Indian executives expect ecosystems to replace traditional value chains with new value models. and 92 percent expect to change primary organizational activities due to the emergence of ecosystems. Practical implications To maximize and capture benefits from ecosystems, business, educational and government leaders can pursue three key steps to participate in rapidly emerging Indian business ecosystems. Originality/value This study puts together both the corporate and governmental actions that promote the right conditions for ecosystem entrepreneurship so that potential partners have a unique view of the opportunities to participate in this rapidly changing economy.

The article considers the preferences received by all participants of financial transactions in the course of implementation of digital technologies. It identifies the opportunity to modify the general marketing banks strategy based on digitalization and, as a result, to change the entire bank system configuration towards the strengthening of corporate banking structures through the creation of digital ecosystems. It was proved that corporate reliability of digital ecosystem in the market of banking services was ensured by absolute minimization of credit and other financial risks, total elimination of bank fraud. The formation of digital ecosystem in DPR based on the institution of Central Republican Bank (CRB) was suggested. It is substantiated that creation of the CRB DPR ecosystem will secure working capital for enterprises and other business entities of this old industrial region and will increase the efficiency of local authorities in provision of social and other essential services to the public.

Purpose – This article identifies a new transactional system–the business ecosystem. It describes the characteristics and drivers of these complex webs of interdependent enterprises and other participants which create unique value through synergistic relationships. Design/methodology/approach – The article explains how innovative organizations can seek new opportunities and develop new competencies in business ecosystems they will explicitly create or participate in. Findings – Ecosystems provide stimulus for, and a path to organizational and industry transformation – connecting people and organizations in new and different ways, and providing access to skills and expertise often unavailable outside the ecosystem. Practical implications – The authors have identified a spectrum of ecosystem archetypes that they call the Shark Tank, the Hornet’s Nest, the Wolf Pack and the Lion’s Pride. They analyze the success strategies for each. Originality/value – This article methodically diagrams the strategies for success in the emerging ecosystem economy. It identifies the key drivers of value in these new kinds of networks and offers corporate leaders actionable advice on how to position their firms in specific types of ecosystems.

There is a great scope for management of the human resources present within the ecosystem of an organisation through the use of analytics. Functions in a corporate environment relies on quantitative measurements defined by the pre-requisite techniques identified by the industry, which allows them to identify, measure, analyse, & take corrective measures to increase their efficiency or productivity. As Human resource management has evolved into the spine of an organisation, as it is the only field of study that bridges the gap between the performance of their employees and the strategic objectives (Consolidation of Mission, Vision, & Objectives) of the organisation. Thus, Human Resource Analytics can provide a surgical insight over the general and complex functions of the Human resource managers, allowing them to effectively initiate a micro and macro strategy, and quantitatively measure the hypothesis, eliminating the possibilities of elements of the personal bias defined by an Individual. This paper tries to understand the methodologies and strategies that can be used by Human Resource Analysts to use Statistical methodologies and HR Metrics to identify, analyse, & effectively improve the functions of Human Resource Management through Data Integration, Workforce Analysis & Insight Generation.

In modern, fast moving business environments it is crucial for established corporations to find new sources of innovativeness in order to secure their competitiveness and long-term survival. Startups could be such a new source of innovativeness. Unfortunately, it is difficult for startups and corporations to cooperate. Mostly, this is because of the companies’ organization and the different way they operate. To overcome this gap, corporations started to get engaged with business incubators. Even though this phenomenon can be observed in practice already, little research has been done to better understand the forms this collaboration could have or the motives leading to such a cooperation. By studying an incubator that is engaged with established companies in many different ways, various forms of relationships could be identified. Moreover, based on the descriptions of those types of collaboration and in depth interviews, the motives leading corporations and incubators to get involved in various ways could be identified. The empirical contribution of this thesis is to better understand how established corporations can get engaged with entrepreneurial activity and startups in particular.

Henkel's New Business team is a corporate venturing unit that explores corporate entrepreneurial activities on behalf of Henkel Adhesives Technologies. The new business ideas are implemented through one of these models: incubator, venturing or innovation ecosystem. In current practice, there is no systematic framework in place to choose the implementation model. The goal of the thesis is to propose a framework for choosing the most appropriate model for implementation of a new business idea in Henkel. The thesis approaches the topic on practical and theoretical grounds. The first part outlines the related literature and theoretical focus. The literature covers definitions and theories of incubator, corporate venturing, corporate venture capital, innovation ecosystem and investment decision-making process. The practical approach relates to the company case studies of Philips, 3M and BASF. In this thesis, each model is analyzed based on a broad literature review, case studies and personal interviews with experts. The second part is the main discussion and analysis of the topic assembling with practical examples in Henkel. It comes to a recommendation that Henkel should prioritize and choose the most appropriate model for the new business proposal after the "concept scoping" stage, and before detailed investigation. It also proposes a scorecard framework that entails 14 key criteria for choosing the mode: degree of market competition, potential disruptiveness, technological risk, time to market, strategic alignment, degree of customization, dependency of related industries, technological newness of related industries, idea source, protectability of intellectual property, internal expertise, technological competence, commercial competence and parenting advantages. Furthermore, a new business developing strategy matrix is constructed based on two dimensions: strategic importance and operational relatedness. It is to further check the accuracy and validity of the results from the scorecard framework. Finally, it is suggested that future research can be done to improve the framework by adding weightings and scale of each criteria within the framework.

Incubators have become a popular way for corporations to stay in front of their competition because,y pos today´s startups are an immense spring of innovation as many possess emerging innovation. These corporate incubators offer the startups a support system where they can test and leapfrog their innovations, and add innovation to the corporations. However, there is a large difference between these two parties, which makrs successful collaboration a challenge.  This study examines how to improve this collaboration based on information obtained through an embedded case study of a large corporate incubator and startups present within it. The main findings suggest three important factors for a large enterprise to gain the most value out of their incubators: (1) clear communication, (2) startups need to know what their  objective is, and (3) incubator support from the organization. To leverage startup innovation in a corporate incubator and to attain these three factors, three building blocks for a corporate incubator have been identified: selection process, case building, and graduation.
Inkubatorer har blivit ett populärt sätt för företag att vara konkurrenskraftiga eftersom dagens startups är en enorm källa av innovation. Dessa företagsinkubatorer erbjuder startups ett supportsystem där de kan testa och accelerera deras innovationsprocess och erbjuda innobation till företagen. Men, det är emellertid en stor skillnad mellan dessa två parter, vilket gör ett framgångsrikt samarbete till en utmaning.  Denna studie undersöker hur man kan förbättra detta samarbete baserat på information som erhållits genom en fallstudie av en stor företagsinkubator och dess startups. Resultatet av denna fallstudie är tre viktiga faktorer som behövs för att ett företag ska få ut det mesta av deras inkubator. (1) Tydlig kommunikation, (2) medvetenhet från startups av vad de behöver och (3) inkbatorstöd från hela företaget. För att utnyttja den innovation som startups tillför och för att uppnå dessa tre faktorer, tre delar av processen för en företafsinkubator identifierades: Urvalsprocessen, sammarbetsfasen och examen.

This paper explores a case study of a Swedish tool steel company undergoing a transition from traditional environmental management practices to an enterprise identifying its place as part of a social-ecological system. The Corporate Ecosystem Services Review (ESR) was utilized by the company to begin this process by focusing on ecosystem services to determine how an ESR approach contributes to environmental management in practice. What resulted moved beyond the ESR to a tailored methodology, the internalization of a systems perspective, and a proposed new environmental management system. The results of the study provide a concrete, effective method for internalizing a systems perspective through a focus on ecosystems and presents a case for further analysis into what made it successful. It also provides an example of translating theory into practice, illustrating how a company can engage in sustainable development by valuing and managing the resilience of social-ecological systems through identifying their place in that system. The value of the results can be high for the case study company as well as for business in general.

Ecosystem services, capturing the benefits and values of functioning ecosystems for human well-being, is a concept receiving increasing attention both in science and policy. This study investigates the utility of considering ecosystem service in the ecological restoration of a river affected by small-scale hydropower. While hydropower is a renewable energy source, it has impacts on the ecological status in water sheds and generates issues addressed e.g. by the EU Water Directive. To mitigate ecological impacts, and maintain hydroelectricity production that better correspond to the Water Directive, several restoration measures are carried out in river Billstaån, County of Jämtland, Sweden.   This study presents an ecosystem service perspective of the restoration process in river Billstaån linked to recommendations in terms of further interpretation, monitoring and communication of the assessment results. By applying evaluation of ecosystem services to the case of river Billstaån, it is examined to what extent ecosystem service descriptions can give support in monitoring and communication of the results of the ecological restoration efforts.   Ecosystem services were assessed for the restoration outcomes in river Billstaån using the two frameworks Corporate Ecosystem Service Review (ESR) and Toolkit for Ecosystem Service Assessment (TESSA), respectively. The ecosystem services deemed most important partly differed between the two frameworks due to different assessment perspectives. However, both ESR and TESSA pointed out ecosystem services connected to recreation and tourism as important, indicating a potential regarding recreational use of the area. Such socio-economic impacts of the restoration project was not included in the planning of the restoration, but if identified and utilized such “added benefits” might give opportunities for local rural development beyond the restoration work itself.   Contrasting the results from the ecosystem service assessment of river Billstaån towards the Swedish Environmental Objectives identified two direct and seven indirect connections. Through these connections the restoration project can be presented in relation to national goals. Indicating such connections can help in communicating the ecosystem service perspective. For future monitoring of project outcomes in river Billstaån, a set of potential indicators were identified using an ecosystem service approach, that can complement the planned monitoring of ecosystem functions. For future monitoring of ecosystem service development it is advisable to use a combination of indicators that reflect both the ecosystem function availability and the ecosystem service use. Three types of illustrations that can support different perspectives in future communication regarding ecosystem services in river Billstaån were identified in this study and termed system, overview and single service perspective. Example illustrations include a Causal Loop Diagram, a hot-spot map and a range of photos, respectively. The illustrations are deemed to present the assessment results in a more accessible way and can be adapted to a diversity of future communication settings.

Betyg 2017-06-14

In order to make robust decisions on how to deal with future ecosystem changes, managers need to be aware of the complexity, uncertainty, thresholds and surprises that are inherent characteristics of social-ecological systems. The subject of this paper is the use of scenarios as a tool to increase corporate responsiveness to change by improving decision making on the sustainable management of complex dynamic ecosystems. Scenarios were shown to be a useful tool to integrate in the systematic management of corporate risks and opportunities that may arise as a result of these future changes in ecosystems. Although the scenarios did not contribute to the identification of any additional risks and opportunities, they did have the capability to make the ESR into a better communication tool. The specific objectives of this paper were firstly, (i) to discuss the use of scenario analysis and how it works, secondly, (ii) demonstrate how scenarios can be integrated into the Ecosystem Service Review (ESR) methodology, and finally, (iii) present the benefits such integration would bring to decision makers. A case study was carried out at Lantmännen, to fulfill these objectives. This paper demonstrates that integrating scenarios in the ESR can make issues regarding ecosystem services and biodiversity more easily understandable and also deliver a sense of urgency for action. This proves critical when communicating strategies to other decision makers within an organization and in order to successfully manage risks and grasp opportunities arising as a result of changing ecosystems.

The thesis explores how monetisation of corporate externalities, can be carried out in order to provide investors, policy makers and consumers with accurate pictures of the true costs and benefits of business operations from a resilience and ecosystem services perspective. By drawing conclusions from company cases, and previous research – methods, drivers and monetary values of impacts such as carbon dioxide, water usage, pollutants and land use are analysed. The findings reflect opportunities that open up with monetisation, in terms of tools for guidance and support in internal corporate decision making, by making the actual impacts visualised and understandable. Findings from company cases, show that monetisation of corporate effects has potential to contribute to visualising impacts – and add knowledge that may close information gaps internally as well as externally. It can guide and facilitate strategic choices at corporate level. It may also have a role in bridging information asymmetries in the picture of a firm’s operation, to consumers and investors. Monetising effects may facilitate identification of risks arising from ecosystem services dependencies, visualising the actual impacts by, assed costs in losses in ecosystems’ production (yields e.g.) caused by corporate harm.Providing relevant information to policy makers, on obstacles and where regulative incentives are needed, and investors and consumers with guidance, monetisation of impacts potentially can play a part in bridging market information gaps toward better incentive structures and possibly facilitating effective market transformation in favor of sustainable production and consumption patterns.

Governments at the bottom of the pyramid are putting an increasing amount of trust inthe private sector to help build infrastructure and alleviate poverty. Therefore, finding better ways to support local entrepreneurial initiatives is crucial. Corporations and organisations alike are starting BoP initiatives to help with these challenges, yet knowledge of how these challenges can best be solved remains underdeveloped. It is suggested that creating shared value through partnerships between corporations and the BoP can help alleviate poverty as well as benefit the corporation. In sharing knowledge and resources with the BoP, corporations can also help develop the entrepreneurial ecosystem in BoP regions. Research regarding entrepreneurial ecosystems in the BoP or the workings of partnerships within BoP markets such as the Sub-Saharan African BoP is scarce. Through a thematic study of perspectives on entrepreneurship and partnerships from three different stakeholder groups active in the Sub-Saharan African BoP market, this study seeks to add to the existing body of literature on entrepreneurial ecosystems and partnerships in BoP markets. Our findings suggest that partnerships between entrepreneurs and corporations could help mitigate some ofthe challenges entrepreneurs face, provided the stakeholders have shared goals and commitment to achieve impactful and mutually beneficial results. Currently, these goals appear to be slightly misaligned.

Public institutions own the greater proportion of the world’s forests and wooded areas —about 86%. In general, there are important regional variations of the proportion of state and private or municipal ownership. Recent European studies in the forestry sector show that nearly half of the European Union (EU) forests are publicly owned – around 42%. Considering the importance of forest resources, it is essential to ensure they are used sustainably. National governments and different agreements regulate use of forest resources; however, the actual manager has the greatest responsibility over the exploitation of the resource. Bearing in the mind the ownership structure of the forests in Europe, state forest organizations play an important role in the management of forest resources. This key place is justified by the overall duties they are dealing with and of course by their resourcefulness and significant influence on stakeholders. The future of forests and forestry strongly depends on the direction of state forest organizations development. In fact, the forestry sector has undergone enormous changes in the past decades, but the forest institutions in many countries have been slow to adapt to these changes. Changes in the forest sector normally do not happen quickly, it takes a longer time that in other sectors. The main reasons to explain this fact are that, firstly, investments in forestry may take several generations to yield returns. Secondly, foresters are generally conservative, feeling more comfortable with forest botany rather than with social concerns that prevail forestry nowadays. Therefore, while the demands and expectations of society have changed, the structure of most forest institutions have remained largely unchanged. Despite the conservative mode of most forest institutions, a number of changes have taken place in the sector. Agrawal, Chhatre, and Hardin (2008) state that major features of modern forest governance include decentralization of forest management, logging concessions in publicly owned commercially valuable forests, and timber certification, mainly in temperate forests in the developed world and, additionally privatization of state-owned enterprises. In addition, the rise of labor costs and a decrease in timber prices forced the sector to undertake radical rationalization of production processes. It resulted in intensive mechanization of harvesting and personnel reduction. Despite the importance of state owned forest and the changes it faces, there is little literature about management of state forests, the lack of such literature is particularly palpable in the European countries. Therefore, this work aims to contribute to narrowing the knowledge gap about the topic by clarifying the role of state forest in the EU countries, its status, trends, challenges and opportunities. The work applies a combination of qualitative and quantitative methods, including a review of reporting system, qualitative, quantitate data analysis, Principal Component Analysis, cluster analysis and case study research. Chapter II of the dissertation investigates the reporting system of State Forest Management Organizations (SFMOs). This chapter explores how SFMOs report about their activities, what kind of information is available and the way they present it to the public. Therefore, the questions of transparency and accountability of State organizations are examined. Chapter III seeks to group SFMOs in the EU according to their management priorities and to see if they are influenced by characteristics of the forest sector of their countries. The existence of different forest management alternatives is essential for sustainable forest management (SFM) and this knowledge should be shared between forest experts, the forest industry, and various interest groups. Chapter IV presents a discussion about a management model of the Cansiglio (CF) forest in Italy (a publicly owned forest) as a case study. In this case, I analyze the main priorities, outcomes and possible scenarios for the future development of this publicly owned forest. In terms of the main findings about the information disclosure of SFMOs, there is the lack of a coordinated reporting framework or a minimum standard of indicators in common use. Comparability between SFMOs is limited due to the use of different indicators, periods and units of measure. Another important focus of the dissertation is the comparative synthesis of different management models of SFMOs; it can be observed that the countries under study show an application of different management priorities and SFMOs apply diverse business strategies. With the help of the cluster analysis, we obtained three SFMOs’ clusters (C1, C2, and C3) and three outliers (O1, O2 and O3). The clusters present different approaches SFMOs use in prioritizing pillars of SFM: C1 has diversified goals, C2 behaves as a protector of public interests and C3 is commercially oriented. This division is partly defined by natural conditions of the country where the organizations are located, but also by the decisions of an organization itself (e.g. profit-oriented in Ireland, a country with a low forest cover and, on the other side, Czech Republic – profit oriented SFMO in the country with a high forest cover). The case study (the Cansiglio forest in Italy, Veneto region) presents a management model of a publicly owned forest with clear objectives and a vision for the next 5-10 years. The CF has diversified goals providing production of timber and social services. Specific attention is given to recreational activities as there is an increased demand from society for ecotourism and outdoor recreation. The management of the forest is performed by the regional administration together with some private actors (e.g. concessioner, logging companies). Among four presented scenarios, the fourth scenario "Long-term forest concessions signed by private enterprises" was evaluated as the most promising. To conclude, SFMOs in Europe have adopted different organizational models in their management. However, they have common tendencies. Among the most notable are (i) they are owned by the state but function as a private unit; (ii) functions of supervision and management are separated and divided between different institutions; (iii) SMFOs often engage the help of private companies to perform some activities; (iv) SFMOs increase attention to the environmental and social pillar of SFM; (v) SFMOs have low level of information disclosure. As the main recommendations to SFMOs, there are two clear priorities: the need to optimize the balance between the three SFM pillars (social, economic and ecological) and also a need for improvement in their reporting systems and communications with the public.
Le istituzioni pubbliche sono proprietarie della maggior parte delle foreste e delle altre aree boscate del mondo, circa l’86%. Esistono tuttavia importanti differenze a livello regionale nella proporzione tra proprietà statali, private o comunali. Studi europei nel settore forestale mostrano che quasi la metà delle foreste dell'Unione europea (UE) sono di proprietà pubblica - circa il 42%. Considerando l'importanza delle risorse forestali, è essenziale assicurarne un uso sostenibile. I governi nazionali e diversi accordi intergovernativi regolamentano l'utilizzo delle risorse forestali, tuttavia, sono i gestori forestali che hanno la più alta responsabilità sullo sfruttamento delle risorse forestali. Tenendo presente la struttura fondiaria delle foreste europee, le organizzazioni di gestione delle foreste demaniali hanno un ruolo importante nella gestione delle risorse forestali. Questa importanza è giustificata dagli impegni globali che hanno assunto e, naturalmente, dalle numerose risorse a disposizione e dall’influenza che hanno sugli stakeholder. Il futuro delle foreste e della gestione forestale dipende quindi fortemente dalla direzione di sviluppo delle organizzazioni di gestione delle foreste demaniali. Il settore forestale ha subito enormi cambiamenti negli ultimi decenni, ma le istituzioni forestali di molti paesi sono state lente ad adattarsi a questi cambiamenti. I cambiamenti nel settore forestale normalmente non sono rapidi e sicuramente sono più lenti che in altri settori. Le ragioni principali per spiegare questo sono diverse. In primo luogo, gli investimenti forestali possono richiedere diverse generazioni per produrre ritorni d’investimento. In secondo luogo, i forestali sono generalmente conservatori, sentendosi più a proprio agio con la botanica forestale piuttosto che con le questioni sociali che prevalgono il settore oggi. Pertanto, mentre le esigenze e le aspettative della società sono cambiate, la struttura della maggior parte dei dipartimenti forestali è rimasta sostanzialmente invariata. Nonostante l’approccio conservativo della maggior parte dei dipartimenti forestali, numerose modifiche hanno avuto luogo nel settore. Agrawal, Chhatre e Hardin (2008) affermano che le principali caratteristiche di una moderna governance forestale includono il decentramento della gestione, concessioni di taglio in foreste pubbliche di alto valore commerciale e la certificazione forestale, soprattutto nelle foreste temperate del mondo sviluppato, oltre alla privatizzazione delle organizzazioni di gestione delle foreste demaniali. In aggiunta, l'aumento del costo del lavoro e la diminuzione dei prezzi del legname hanno costretto il settore a intraprendere una radicale razionalizzazione dei processi produttivi, risultata in intensa meccanizzazione delle utilizzazioni e della riduzione del personale. Nonostante l'importanza delle foreste statali e dei cambiamenti che sta vivendo, c'è una scarsa letteratura scientifica sulla gestione delle foreste statali, e questa mancanza è particolarmente riscontrabile in Europa. Pertanto, questo lavoro mira a contribuire alla riduzione del divario conoscitivo sul tema chiarendo il ruolo delle foreste statali nei paesi dell'UE, il suo status, le tendenze, le sfide e le opportunità. Il lavoro si basa su una combinazione di metodi qualitativi e quantitativi, tra cui una revisione del sistema di reporting, l'analisi quantitativa e qualitativa dei dati, la Principal Component Analysis, l'analisi dei cluster e casi studio. Il capitolo II della tesi esamina il sistema di reporting delle organizzazioni di gestione delle foreste demaniali. Questo capitolo esplora come le organizzazioni di gestione delle foreste demaniali riportano le loro attività, quali informazioni sono disponibili e il modo in cui le presentano al pubblico. Pertanto, anche le questioni della trasparenza e della responsabilità delle organizzazioni statali sono incluse. Il capitolo III tenta di raggruppare le organizzazioni di gestione delle foreste demaniali dell'UE in base alle loro priorità e vedere se sono influenzate dalle caratteristiche del settore forestale dei loro paesi. L'esistenza di diverse alternative di gestione forestale è essenziale per una Gestione Forestale Sostenibile e questa conoscenza dovrebbe essere condivisa tra esperti forestali, industria e gruppi di interesse. Il capitolo IV presenta una discussione sul modello di gestione della foresta di Cansiglio in Italia (foresta di proprietà pubblica) come caso di studio. In questo caso, sono analizzate le principali priorità gestionali, i risultati e le direzioni future. Dai principali risultati sulla divulgazione di informazioni delle organizzazioni di gestione delle foreste demaniali, emerge la mancanza di un quadro di reporting coordinato o di uno standard minimo di indicatori di uso comune. La comparabilità tra le organizzazioni di gestione delle foreste demaniali è tuttavia limitata a causa dei differenti indicatori, periodi e unità di misura. Un altro aspetto importante della tesi è la sintesi comparativa di diversi modelli di gestione delle organizzazioni di gestione delle foreste demaniali; si può osservare che i paesi in esame mostrano un'applicazione di diverse priorità di gestione e le organizzazioni di gestione delle foreste demaniali applicano diverse strategie di business. Con l'aiuto dell'analisi cluster abbiamo ottenuto tre cluster (C1, C2 e C3) e tre outliers (O1, O2 e O3). I cluster presentano diversi approcci che le organizzazioni di gestione delle foreste demaniali usano per le priorità dei pilastri della Gestione Forestale Sostenibile: C1 ha obiettivi diversificati, C2 si comporta come protettore di interessi pubblici e C3 è commerciale. Questa divisione è in parte definita dalle condizioni naturali del paese in cui si trovano le organizzazioni, ma anche dalle decisioni dell’organizzazione stessa (ad esempio, da un lato, in Irlanda è orientata al profitto in un paese con una bassa copertura forestale, dall'altro, in Repubblica Ceca, l’organizzazione di gestione delle foreste demaniali è orientata al profitto in un paese con invece un'alta copertura forestale). Il caso studio (foresta del Cansiglio in Italia, regione Veneto) presenta un modello di gestione di una foresta pubblica con traguardi specifici e una prospettiva di sviluppo per i prossimi 5-10 anni. La foresta del Cansiglio si pone diversi obiettivi per la produzione di legname e la fornitura di servizi sociali. Una particolare attenzione è rivolta alle attività ricreative in quanto vi si è creata una crescente domanda da parte della società per l'ecoturismo e la ricreazione all'aperto. La gestione della foresta viene eseguita dall'amministrazione regionale insieme ad alcuni gestori privati (ad esempio concessionari, imprese boschive). Tra i quattro scenari presentati, il quarto scenario "Concessioni forestali a lungo termine firmate da imprese private" è stato valutato come il più promettente. Per concludere, le organizzazioni di gestione delle foreste demaniali in Europa hanno adottato diversi modelli organizzativi nella loro gestione. Tuttavia, hanno delle tendenze comuni. Tra i più notevoli sono le organizzazioni di gestione delle foreste demaniali (i) che sono posseduti dallo Stato ma che funzionano come unità privata; (ii) la maggior parte delle quali decide di separare le funzioni di supervisione e di gestione tra le varie istituzioni; (iii) che spesso impegnano l'aiuto di società private per svolgere alcune attività; (iv) che aumentano l'attenzione sul pilastro ambientale e sociale di gestione sostenibile delle foreste; (v) che hanno un basso livello di divulgazione di informazioni. Le prioritarie raccomandazioni per le organizzazioni di gestione delle foreste demaniali sono due: la necessità di ottimizzare l'equilibrio tra i tre pilastri di gestione sostenibile delle foreste (sociale, economico e ecologico) e di migliorare i propri sistemi di comunicazione con il pubblico.

The monograph contains the results of research concerning, firstly, the ecosystem as a response to the challenges of the XXI century. Secondly, the problems of labor longevity and success in organizations that form an ecosystem approach to working with personnel, including through the use in practice of biomedical factors, socio-economic conditions, nagging as a "soft power" to push older workers to productive work. Thirdly, the realities and problems of combining work and private life, studied from several positions. Among them: the formation of corporate policy, corporate interest, professional orientation; the actual balance of "work — private life", as well as the optimization of labor behavior through the formation of a sense of self-esteem in the workplace, the management of employees ' experience. Fourth, systematization of the results of the health management study, taking into account the experience gained during the coronavirus pandemic — occupational safety management, health promotion in the organization, including the situation of self-isolation. Fifth, the concept of compliance in the personnel management system. For students, undergraduates, postgraduates, doctoral students, researchers studying or conducting research in the field of personnel management, as well as the teaching staff of universities and employers.

How business acts in the political arena has a substantive, at times defining, impact on the integrity and fairness of policymaking and policy outcomes. Unfortunately, the conventional approach for regulating corporate conduct in this area faces a number of persistent challenges. A confluence of several important dynamics, however, offers the promise that responsible corporate political conduct can be encouraged and advanced from a very different vantage point—a new ecosystem for corporate political responsibility is in the making. This ecosystem comes with a new cast of actors, new soft and hard accountability mechanisms and a trove of new resources, tools and collective action initiatives. This Discussion paper presents an overview of this new governance regime, identifies the dynamics that drive its evolution, describes its main building blocks and discusses its limitations. Most importantly it lays out several suggestions for policymakers and practitioners for how the potential of this new accountability regime can be fully utilized to support political integrity and how it can be most productively interlinked with conventional money-in-politics regulations for maximum benefit.

The introduction puts forward the notion of the “platform society,” which emphasizes the inextricable relation between online platforms and societal structures. It refers to a society in which social and economic traffic is increasingly channeled by a (corporate) global online platform ecosystem that is driven by algorithms and fueled by data. In turn, an online platform should be understood as a programmable digital architecture designed to organize interactions between users—not just end users but also corporate entities and public bodies. It is geared toward the systematic collection, algorithmic processing, circulation, and monetization of user data. Crucially, platforms cannot be seen apart from each other but evolve in the context of an online setting that is structured by its own logic.

This book showcases a multidisciplinary set of work on the impact of regulatory innovation on the scale and nature of tax evasion, tax avoidance, and money laundering. We consider the international tax environment an ecosystem undergoing a period of rapid change as shocks such as the financial crisis, new business forms, scandals and novel regulatory instruments impact upon it. This ecosystem evolves as jurisdictions, taxpayers, and experts react. Our analysis focuses mainly on Europe and five new regulations: Automatic Exchange of Information, which requires that accounts held by foreigners are reported to authorities in the account holder’s country of residence; the OECD’s Base Erosion and Profit Shifting initiative and Country by Country Reporting, which attempt to reduce the opportunity spaces in which corporations can limit tax payments and utilize low or no tax jurisdictions; the Legal Entity Identifier which provides a 20-digit identification code for all individual, corporate or government entities conducting financial transactions; and the Fourth and Fifth Anti-Money Laundering Directives, that criminalize tax crimes and prescribe that the Ultimate Beneficial Owner of a company is registered. Working from accounting, economic, political science, and legal perspectives, the analysis in this book provides an assessment of the reforms and policy recommendations that will reinforce the international tax system. The collection also flags the dangers posed by emerging tax loopholes provided by new business models and in the form of freeports and golden passports. Our central message is that inequality can and has to be reduced substantially, and we can achieve this through an improved international tax system.

AbstractIn 2020, Peru became the third country in Latin America to adopt the benefit corporation model into its legal system, following its neighbors, Colombia and Ecuador, in proposing a legal model to identify purpose-driven companies. The Peruvian “sociedad de beneficio e interés colectivo” or a BIC company has not only been influenced by the U.S. Model Benefit Corporation Legislation but also by its legal exports, such as the Italian società benefit, the Colombian BIC law, and the Argentinean BIC draft bill. The Peruvian benefit corporation legal ecosystem consists of several newly approved legal documents, such as the law itself, its regulation, and the related reporting guidelines. The law allows the corporate models regulated by the Corporate Act to include three main features: (i) a specific social and environmental purpose in the bylaws; (ii) higher duties and protection for managers and directors; and (iii) transparency and reporting requirements. Additionally, the law grants supervisory power to the Peruvian Competition Authority and oversight of the legal ecosystem to the Peruvian Ministry of Industry. The regulations and reporting guidelines detail these three main features, particularly regarding the companies’ purpose and the transparency and reporting requirements. Only a year after the introduction of the BIC legal ecosystem in Peru, there is an on-going public-private effort to implement the law widely for corporations to actively contribute to the Sustainable Development Goals.

The world is changing rapidly, and it is difficult to form clear understanding of future challenges and opportunities. Continuous demand on sustainability, carbon neutrality, circular economy and life cycle material chain management has changed societies and all industries fast. However, sustainable development and competitiveness are always based on being economically viable and circular economy itself is an economic theory. The amount of usable data in business environment is at the same time exponentially increasing. Technology opportunities as well are prominent to use the data in managing by data for the purpose of business co-evolution. Competitive landscape is shifting from well-defined industries to broader ecosystems and traditional enterprise boundaries are breaking down. This also means for busines transition towards platform economy e.g. enterprise production lines to networked intelligent value chains and ecosystems. Companies need in this disruptive situation an ecosystem strategy and analysis, which type of business model they are utilizing. Businesses are networking and transforming into ecosystems, emphasizing the management of interface processes. It is essential to understand digital ecosystem supporting business co-evolution. Data is a valuable currency that gives fuel for innovation and data driven co-evolution. Capturing of new data from various sources and executing it in business in transition requires human- oriented data-driven business architecture and strategy alignment on that basis towards circular economy business model and continuous coevolution. Circular economy ecosystems are based on economic theory, and they are not working if they are not economically viable. The goal of this article is to identify and analyze the life cycle material flow in circular economy in different business areas and find various business models and similarities in business practices. At the same time, this article attempts to develop framework for the strategic management of complex change through sustainable co-evolution in order to achieve a competitive edge for companies.This research is partly constructive, conceptual and analytical, because it introduces pathway to ecosystem strategy and introduces experiences of applying different evolutionary circular economy business models. Data for this concept creation has been collected over several years on continuous flow from ten different regional applied research and development projects. The data sources have also been interviews and workshops executed during projects on foresight and scenario planning basis. The researchers have been able to participate on creation of several regional ecosystems. Researchers have contributed on ecosystem strategy planning, decision making and continuous development practices.The complexity of co-evolution is difficult to manage without ecosystem- based approach. A generic perception of this research is that successful ecosystem needs clear ecosystem strategy and should set up a shared vision and evolutionary roadmap to serve as basis for common value creation, co- operation and ecosystem leadership. All ecosystem players can focus attention of ecosystems in the value propositions that are being pursued, not in corporate identity. It is important to understand that ecosystem is value driven. Ecosystems are defined around the roles, positions, and flows across the partners that create a value proposition. Nearly all business fields and enterprises face the need for transition towards data- driven circular economy business model and continuous coevolution through digital ecosystem.

In the modern world, the concept of “ecosystem” and “business ecosystem” has become increasingly used, but few people know what it is and how it affects the modern world. This article describes development of the concept of “ecosystem” and “business ecosystem” in the modern world and how it can be used by the state authorities.

Abstract Objective The objective is to showcase the Abu Ali facility's commitment to protecting and preserving the Abu Ali biodiversity ecosystem. The project demonstrates a modern sustainable, circular, innovative and systemic approach to target the biodiversity threats in multi-dimensional aspects and transforms these threats into opportunities to improve the island's ecosystem. The island is important to Aramco's upstream operations because it houses an oil and gas production facility. The organization has determined its environmental goals from the corporate policies and vision to be as follows. Contribute to reaching the company's and the kingdom's vision for being a net zero-carbon operating facility by 2050 and 2060, respectively, by reducing and offsetting greenhouse gases’ impact on climate. Support the Saudi Green Initiative by planting mangroves and trees in the Abu Ali Island and seeking for sourcing out the mangrove seeds to other entities. Align and adapt with carbon circular economy (CCE) approaches in reusing/repairing/recycling wasted materials and resources turning them into valuable products. Protect, preserve and enhance the Abu Ali biodiversity area to create an integrated ecosystem for wildlife, marine life, and birds. Be recognized at the corporate, nationally, and internationally as a role model in environmental protection stewardship.

Corporate investors are a significant player in the U.S. AI startup ecosystem, funding 71 percent of top U.S. AI startups. The authors analyze the trends in top corporate funders and the startups receiving corporate money.